Introduction

Effective leadership requires understanding your purpose – why you are doing something – considering how you approach this something, and then adapting what you do. The great thing is that anybody can lead and there are a range of tools which can support you to lead successfully. Task and Finish groups can be considered as one of these tools. Read on to find out more and how this can transform the way you lead.

Bite Size ‘Simple Steps’ (TLDR) – 10 Steps to Implement Task and Finish Groups in an Insurance Brokerage Business

1. Define Your Overall Purpose
   • Action: Clearly articulate the ultimate goal you want to achieve in your insurance brokerage. This could be increasing client retention, expanding into new markets, or improving operational efficiency.
   • Example: Your purpose might be to enhance client satisfaction and retention by improving the claims processing experience.
2. Identify Specific Tasks Aligned with the Purpose
   • Action: Break down your overall purpose into specific, manageable tasks. These should be tasks that, when completed, contribute directly to your goal.
   • Example: A specific task might be to streamline the documentation process for claims to reduce the processing time.
3. Determine if the Task is Suitable for a Task and Finish Group
   • Action: Evaluate whether the task is small and focused enough to be handled by a Task and Finish group rather than a full-scale project.
   • Example: If the task is to revise the claims documentation checklist, it is suitable for a Task and Finish group.
4. Appoint a Leader for the Task and Finish Group
   • Action: Select a leader who has the necessary expertise and leadership skills to guide the group. Communicate clearly with them using the 7 Cs of communication.
   • Example: Choose a senior claims manager to lead the group, ensuring they understand the task and how it aligns with the overall purpose.
5. Define the Task Clearly and Set SMART Objectives
   • Action: Ensure that the task is clearly defined with Specific, Measurable, Achievable, Realistic, and Timed objectives. This helps to keep the group focused and on track.
   • Example: The objective could be to reduce the claims documentation process time by 25% within the next two months.
6. Assemble the Task and Finish Group
   • Action: Identify and select team members who have the relevant skills and experience needed to complete the task. Keep the group small and focused.
   • Example: Include team members from the claims department, IT, and customer service to ensure a well-rounded approach to the documentation process.
7. Conduct the Initial Meeting
   • Action: Hold an initial meeting to ensure all members understand the task, the overall purpose, and their individual responsibilities. Set clear expectations and timelines.
   • Example: During the meeting, the group discusses the current documentation process, identifies pain points, and agrees on the specific changes to implement.
8. Monitor Progress and Hold a Mid-Way Check-In
   • Action: Schedule a mid-way meeting to review progress, address any challenges, and ensure the group is on track to meet its objectives.
   • Example: At the mid-way point, the group might evaluate the effectiveness of the new documentation checklist and make necessary adjustments.
9. Complete the Task and Report Back
   • Action: Once the task is completed, hold a final meeting to review the outcomes and compile a brief report summarizing the work done and the results achieved.
   • Example: The group finalizes the new documentation process, which has successfully reduced processing time, and submits a report outlining the changes and their impact.
10. Disband the Group and Reflect on the Process
    • Action: After the task is completed, disband the group. Reflect on the process, what was learned, and how the outcomes can be applied to other areas of the business.
    • Example: The group is formally disbanded, and lessons learned are shared with other departments, potentially leading to the formation of new Task and Finish groups for other improvement areas.

Leadership muscle

We are all born as individuals with no two people exactly alike in looks or thoughts. We are all influenced by our genes, who we meet, and what we are exposed to throughout our lives. We are never the same person as we were yesterday. If we consider something visible and easily recognisable such as physical ability, we know that some people have more strength, flexibility, coordination, balance than others and that this comes in various shapes and sizes. We also know that physical attributes which enable you to flourish with one activity will not necessarily support you in another. Compare any sport in the Olympics and you will see this! Likewise, everybody has the ability to lead. Some have more natural attributes than others. By using leadership tools, training, practising, and doing leadership everybody can flex their leadership muscle and develop new skills. ‘Task and Finish groups’ are one tool we can all apply to lead successfully.

Task and Finish Groups

What is a Task and Finish group?

We can use the following dictionary definitions to help:

Task: a piece of work to be done or undertaken.

Finish: bring (a task or activity) to an end; complete

Group: a number of people or things that are located, gathered, or classed together

Simply, a group of people take a task which they complete. This can be considered a mini project or could be part of a wider project or program of work.

A Task and Finish group can be differentiated from:

A project: a series of tasks that need to be complete to reach a specific outcome

A program: a collection of projects together that constitute a complete package of work

A task and finish group can be part of a project, which in turn can be part of a wider program. For example, a program of work in healthcare could be to improve the health of the people of a particular region. One project may be communicating and engaging with clinical staff. A Task and Finish group could be a sub-group of this, tasked specifically with how to best use appraisal and objective setting to communicate alignment and development of the service.

The Task and Finish group should have a maximum of three meetings – An initial meeting, a mid-way meeting and an end. The group should produce a brief report (one side A4 or several PowerPoint slides). Any more than this and the task is too big and should be considered a project.

What steps do you take?

1. The first step is to understand your purpose. By this I mean your overall purpose. What is it ultimately that you are setting out to achieve? As above, in healthcare, this may be to improve the health of the population. In sport, this may be to win an event.
2. Next is to identify tasks which will support you in achieving your purpose. Some of these tasks will be large projects. Others will be small. Some of the projects will have tasks. The small tasks can be managed by a Task and Finish group.
3. Understand the purpose of the specific task and how this aligns to the overall purpose.
4. Identify a leader for the Task and Finish group and communicate clearly with them using the 7 Cs of communication of being clear, concise, concrete, correct, coherent, complete, and courteous. Clearly define the task, and how this aligns with the overall purpose. The task must be brief and bounded. Failure to be clear and concise at this stage will waste time and effort later. Use SMART objectives: Specific, Measurable, Achievable, Realistic and Timed.
5. When the objective is clear, discuss the appropriate people to be in the group, who to report back to and when.
6. The leader of the Task and Finish group will then take responsibility for finishing the agreed task within the agreed time frame. They will be held to account by the person or group who initially established the group.
7. Project tools such as an action plan and log can be used but should be kept to a minimum.
8. When the work is complete the group disband.

What are the benefits of this approach?

The benefits include:

• A structured approach to completing tasks and making improvements
• Efficient and effective use of time
• Opportunity to develop leadership skills, knowledge, and behaviours
• Opportunity to use leadership tools
• Opportunity to engage with and develop others

Following a systematic approach will prevent any negative impact. However, do be mindful of:

• Size of the task – Too big and the task becomes a project. Mitigate this by reflecting on whether this is a task or a project?
• How clearly defined the task is – Mitigate this by the group playing back their understanding of the task and starting every meeting with the task and overall purpose.
• Group dynamics – Mitigate this with the appropriate structure and ground rules regarding expected behaviour and output.
• Lack of progress. Mitigate this by keeping a record of Task and Finish groups with end dates

If there are any issues, return to understanding the overall purpose and clarity of the task in hand. After review, consideration may need to be given to disband the group. It is better to make this decision early than to waste time.

Conclusion

Task and finish groups are an efficient and effective way to lead, to develop yourself as a leader, and to develop services. They are a great way to involve and engage subject matter experts and develop leadership in others. Task and finish groups can be part of a larger project and project principles can be applied. We hope this has helped you understand Task and Finish groups and provides you with the confidence to use this as one of your leadership tools. To develop your strategic leadership and to learn about more other strategic tools take a look at Strategy in Simple Steps.