This document provides tips for successful business handoffs between individuals or teams. It emphasizes the importance of clear communication during handoffs, including using consistent phrases like "You have it?" and "I have it" to confirm responsibility has been accepted. It also stresses over-communicating all relevant details of the task being handed off and maintaining contact after the handoff to address any issues. Successful handoffs are presented as critical for ensuring work moves forward smoothly between parties.
8. By Portent, Inc. May 17, 2012
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The alternative is messy (not this dramatic â no one in their right mind hands over a loaded weapon).
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âYOU HAVE IT?â
âARE YOU READY TO ACCEPT RESPONSIBILITY?â
âYou have it?â makes it clear that you expect the other person to now accept responsibility for âit.â
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âYOU HAVE IT?â
âDO YOU UNDERSTAND WHAT HAPPENS NEXT?â
âYou have it?â asks the person receiving the handoff whether they know what to do next.
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âYOU HAVE IT?â
âWILL YOU PLEASE NOT ACCIDENTALLY SHOOT US BOTH?â
âYou have it?â asks the receiving party if they know what theyâre doing.
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âI HAVE IT.â
âI ACCEPT RESPONSIBILITY FOR THIS THING.â
âI have itâ says that you know youâre now responsible, and youâre OK with that.
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âI HAVE IT.â
âI UNDERSTAND WHAT TO DO NEXT.â
âI have itâ says you know the next steps.
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âI HAVE IT.â
âI WILL NOT DROP IT.â
âI have itâ is an implicit promise to your team that youâre going to handle things.
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YOU/I
THE NEXT ACTOR
âYou/Iâ is the next actor â the person who must now take action.
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HAVE
CLARITY COMMUNICATED AND RECEIVED
Thereâs a common lexicon here, too: âhaveâ means you know what to do.
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IT
THE TASK
âItâ is the task to be performed and the thing to be delivered.
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IT
THE TASK
Expertise is assumed. The person handing off shouldnât have to provide the step by step.
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IT
THE TASK
For example, I shouldnât have to tell you, âPlease leave the safety on. Please only point downrange.â
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IT
THE TASK
These are assumed knowledge. If you donât have it, you must immediately say âNo!!! I donât have it!!!â
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IT
THE TASK
Clarity makes or breaks the handoff. Everyone involved must know what the result will be. Especially clients!
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DOING IT RIGHT
This all seems simple, but thereâs a right and wrong way to ask the question.
You must understand what youâre asking.
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âYOU HAVE IT?â
This question implies several others. Know what they are, and then answer them.
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Can you hold on to what Iâm handing you?
First, can the recipient handle this? Are they OK with it?
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Do you know what to do next?
Second, are my instructions clear?
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Iâve clearly communicated expectations:
What needs to be done, by when, and what the deliverable should look like.
Third, is there absolute clarity on the what, when and how?
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Iâve clearly communicated expectations:
What needs to be done, by when, and what the deliverable should look like.
What must the recipient deliver? A report? A solution? Something else?
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Iâve clearly communicated expectations:
What needs to be done, by when, and what the deliverable should look like.
When must they deliver it? Be precise. âNext weekâ isnât precise. âWednesday before 5â is precise.
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Iâve clearly communicated expectations:
What needs to be done, by when, and what the deliverable should look like.
How must they deliver it? Is an e-mail OK? Should it be formal? Will they be presenting it verbally?
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Iâve clearly communicated expectations:
What needs to be done, by when, and what the deliverable should look like.
Also, what should the deliverable contain? Tons of detail? A summary? Both?
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Iâve clearly communicated expectations:
What needs to be done, by when, and what the deliverable should look like.
This one is really important with clients. Define âitâ well in advance. Make sure itâs what they want.
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Iâve clearly communicated expectations:
What needs to be done, by when, and what the deliverable should look like.
If they expect a football and you give them an anvil, thereâll be problems.
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THE BLANK SHEET OF PAPER TEST
WILL SOMEONE, SEEING/HEARING THESE INSTRUCTIONS
ON A âBLANK SHEET OF PAPERâ A WEEK FROM NOW, KNOW
WHAT TO DO?
The blank sheet of paper test is a fantastic benchmark. Check your handoff against it.
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âI have it.â
When the recipient says âI have it,â theyâre statingâŠ
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âI know what Iâm supposed to do.â
âŠthey have the requisite expertise, and donât need a step-by-stepâŠ
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Iâve accepted responsibility, acknowledging I know:
What needs to be done, by when, and what the deliverable should look like.
âŠthey know the what, when and howâŠ
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âI have no further questions, unless conditions change.â
âŠand, barring changed conditions, they have no further questions.
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CONDITIONS CHANGE WHEN
IâVE FOUND SOMETHING UNEXPECTED, OR DELIVERABLE
EXPECTATIONS CHANGE.
Conditions change when new stuff arises. Itâs also OK to ask clarification later, but aim to avoid thatâŠ
53. 53
CONDITIONS CHANGE WHEN
IâVE FOUND SOMETHING UNEXPECTED, OR DELIVERABLE
EXPECTATIONS CHANGE.
âŠbecause extra round trips and handoffs waste a lot of time and energy.
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âIâve got it.â
Saying âIâve got itâ is a pretty big deal. Make sure you really do.
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HANDING IT BACK
Itâs not a one-way process. The recipient hands it back, or to another person.
56. you have it?
I HAVE IT.
Use the same process!!! Donât get sloppy.
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MAINTAIN EYE CONTACT
A good handoff means eye contact. Everyoneâs aware that itâs happening.
59. 59
you have it? whatever.
BADBADBAD NO BADBAD NO NEVER
In this situation, someoneâs going to fail the handoff. If I say âI donât have it,â will they hear me? No.