Your first assignment
This is the full path of an assignment, from the moment it is asked for to the moment it is delivered. It is the key to the rest of the documentation.
1. Choosing who
Section titled “1. Choosing who”The usual start is leadership: it knows the state of the company and who each thing should go to. If you already know which role has to do it, go straight to that one.
2. Writing the assignment
Section titled “2. Writing the assignment”In the conversation box, something concrete. For example:
Prepare a one-page summary of what we have invoiced this quarter, compared with the previous one. No charts: one table and three conclusions.
Notice what makes it useful: what (a one-page summary), about what (quarterly invoicing), compared with what (the previous quarter) and what not (no charts).
3. Seeing it start
Section titled “3. Seeing it start”When you send it, the role answers and starts. In the office it stands up and gets to work; on the work screen the assignment appears in progress.
4. The stop along the way (if there is one)
Section titled “4. The stop along the way (if there is one)”If the assignment needs something that costs money or leaves the company, the role stops and asks for permission. That shows up in what waits for your signature and the assignment waits.
You read what it is asking for, you decide, and the role carries on from where it was.
5. The delivery
Section titled “5. The delivery”When it finishes, the assignment leaves behind:
- The result: the text, the table or the document.
- What it used: the documents it read or created, the tools it touched.
- What it cost: the model consumption, with the price applied.
It all stays on the work screen and in the record.
6. If it is not good enough
Section titled “6. If it is not good enough”You say so in the same conversation, with the reason. There is no need to start over: the role has the work in front of it and corrects on top of that.
Common mistakes when starting out
Section titled “Common mistakes when starting out”| What people do | Why it goes wrong | What to do |
|---|---|---|
| Asking it to “research the market” | There is neither scope nor deliverable: everyone understands something different | Say what decision you will make with that report and by when |
| Asking for ten things in one message | The role picks one and the rest are lost | One assignment, one result |
| Not stating the limits | The role takes reasonable liberties, but not yours | Write down what must not be touched |
| Correcting without saying why | The role repeats the mistake | Say what is wrong and what you expected |