​SOMEBODY, ANYBODY & NOBODY: THE HIDDEN PITFALLS OF
DELEGATION, ACCOUNTABILITY, AND RESPONSIBILITY

Have you ever heard the old workplace parable?

​"There was an important job to be done, and Everybody was sure that Somebody
would do it. Anybody could have done it, but Nobody did it. Somebody got angry
about that because it was Everybody's job. Everybody thought Anybody could do
it, but Nobody realized that Everybody wouldn't do it. It ended up that
Everybody blamed Somebody when Nobody did what Anybody could have
done."

This story, humorous as it may sound, seriously reflects what happens in
organizations when accountability, delegation, and responsibility are not
clearly defined. Managers, leaders, and professionals often assume that
delegation has taken place when, in reality, responsibility has merely been
mentioned but not assigned. The result? Confusion, missed deadlines, and
frustration.

The Perils of Unclear Delegation
A Harvard Business Review study found that 85% of employees are unclear
about their company's priorities, and only half know what is expected of them
at work. This ambiguity often arises from poor delegation. When tasks are not
assigned explicitly, teams assume that Somebody else will handle them, and
ultimately, Nobody does.

A Case of Failed Delegation
Consider a real-life scenario in a multinational company: A senior manager was
heading an urgent client pitch. The presentation slides must be prepared, the
data verified, and the logistics arranged. The manager casually mentioned,
"Can somebody ensure the presentation is ready?" The team nodded, but no one
explicitly took ownership.

Fast forward to the morning of the pitch—the slides were incomplete, the client
data was outdated, and the meeting setup was chaotic. The blame game began:

• The marketing executive thought the sales team would finalize the slides.
• The sales team assumed the research team would verify the data.
• The research team believed the executive assistant was handling the
  logistics.

The result? A botched pitch and a lost client.

​This scenario exemplifies what happens when delegation lacks clarity.

Somebody vs. Anybody vs. Nobody in Leadership
Somebody: The One Who Should Take Charge

In high-performing organizations, Somebody is always responsible for critical
tasks. However, unless responsibilities are assigned, Somebody may not step
up.

Example: When President John F. Kennedy challenged NASA to land a man on
the moon, he didn't just inspire; he delegated clearly. NASA assigned specific
tasks to engineers, scientists, and astronauts, ensuring accountability at every
stage. The result? A historic moon landing in 1969.

Anybody: The Illusion of Shared Responsibility
The assumption that anybody can do a task is one of the greatest delegation
mistakes. While many may be capable, the responsibility feels optional without
direct assignment.

Example: TemiTech, a tech startup, needed a critical software update before a
product launch. The CTO assumed anybody on the team could handle it. The
developers, unclear about ownership, prioritized other tasks. The update was
delayed, leading to customer complaints and lost revenue.

Nobody: The Cost of Neglect
When roles are ambiguous, Nobody takes action, and the consequences can be
disastrous.

Example: In 2010, BP's Deepwater Horizon oil spill became one of the worst
environmental disasters in history. Multiple contractors and departments were
involved, but no single entity took full accountability for safety checks. The
result? 11 lives lost, billions in damages, and an irreparably damaged
reputation.

How to Avoid the Somebody-Anybody-Nobody Trap
1. Be Explicit in Delegation
Instead of saying, "Somebody should handle this," say, "Haruna, you are
responsible for completing this report by Friday." Clear delegation prevents
confusion.

2. Ensure Accountability is Assigned
Make sure every task has an accountable person. Use the RACI model
(Responsible, Accountable, Consulted, Informed) to clarify who does what

3. Use Check-Ins & Follow-Ups
Assigning a task isn't enough—follow up to ensure it's being executed. Studies
show that when managers conduct regular check-ins, performance improves by
up to 25%.

4. Create a Culture of Ownership
Great organizations instil a mindset where employees take ownership rather
than waiting for instructions. Encourage team members to develop
intrapreneurial mindsets.

Final Thoughts
Delegation is an art that requires clarity. If you don't assign responsibility,
Somebody will assume anybody can do it, and Nobody will. As a leader,
ensuring accountability means the difference between seamless execution and
catastrophic failure.

As former U.S. President Harry Truman famously said, "The buck stops here."
The question is—are you ensuring the buck doesn't get passed endlessly in
your team?

Temitope Jegede,
February 5, 2025