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Joe Manager picks up the phone and barks out to his junior assistant: “Johnson, I want you to go out and find a good deal on a computer.”

Eagerly, the young associate does some quick technical research, gets advice from several associates, runs out and tests some systems, and writes a five-page proposal on what he thinks is the best purchase.

A week later, Johnson proudly announces his findings to his boss, but instead of the expected pat on the back or nod of approval, he gets a reprimand!

You see, Joe Manager wanted a low-end laptop with no frills for half the price. And he wanted it last Friday.

Though Johnson had the right attitude, the right desire and the right determination, he did not have one key element — the right instructions.

And in this fast and furious information age, not having the right instructions is like not having a map on your vacation — you may reach your destination, but the experience will be far from enjoyable.

Whether you are at the top of your company’s corporate ladder or just finding its first rung, knowing how to give complete and accurate instructions can save you time, money, energy and hassles along the way.

What is the ultimate goal?

First and foremost, both giver and receiver need to know the overall intention of the instructions. Briefly put:

“What is the point of all this?”

That way, if all else fails, you can always go back to the original intentions to clear up misunderstandings.

What are the expected results?

Deliverables? A report? A verbal recommendation? A piece of equipment delivered to the customer’s office within the hour?

The instruction taker should be clear about his task.

The more specific and measurable the instructions are, the more likely they will be carried out successfully.

Ask yourself, what is the final outcome of the mission? Is there a specific procedure to be followed? Included in the instructions should be any preferred steps, actions and explanations to be undertaken. If you have certain bases you want covered, say so. Should other associates be conferred with? Is there a more efficient way to do research? What is the best way to test the system?

What is the time frame?

Remember to state any appropriate deadlines — either for the project as a whole or for various interim steps.

When do you expect all the financial details to be complete? When is the meeting to be held? When should the star performers receive an announcement about the meeting?

Sometimes the “when” can be as important as the “what” and “why”.

What is the budget?

Mention the money available for the task — upper and lower limits.

Nobody likes surprises when it comes to finances. Is it a simple lunch for fellow executives or an elegant sit-down dinner? Do you want the deal of the century or is price no object? How much is “too much”?

Though not all instructions have monetary limitations, for those that do, it can be a good gauge as to the priority and pressing nature of the job ahead of you.

Are there worry factors?

What will puzzle the person whom you have delegated a task to down the line? What will make him lose sleep?

Why not mention things upfront? With your advance warning, you will lessen apprehensions when obstacles surface,

when some steps take longer than anticipated and when changes in plans may be appropriate. After all, a business should be a team of diverse and gifted people heading in the same direction. Good instructions help them to get there.

Take another look at the earlier example and see the difference good instructions can make:

Joe Manager calls his assistant on the phone, saying: “Johnson, I need a low-end laptop under $1,500 by next Friday. My major use for it will be database management while I’m on the road. Ask Wilson for any advice on vendor and purchasing options. Forget jumping through the hoops Purchasing may require. I’m paying for it out of my own pocket.”

Johnson does some preliminary research, asks associates for advice, tests his top prospects and buys what he feels is the best deal. On Friday, he delivers the system to Joe Manager, who greets him with gratitude and praise.

Same task. Same people. Same legwork. Different instructions. Very different results.

Article by Dianna Booher of Booher Consultants, Inc. She is an author and a keynote speaker, who conducts training on communication and life-balance issues. Website: www.diannabooher.com