Great teams are composed of people who close communication loops without being asked, without the leader having to chase down information.  When a person fulfills obligations and willfully informs their supervisor he or she illustrates decision making about someone else's success.

     Too often information about task status or completion is simply not shared.  Filling a vacuum of information can be draining for the leader who has not taught his or her people the value and methods of closing the loop.  Understand that many jobs are not done until the one doing the jobs informs the leader that the jobs are done.

     Closing the loop may not come naturally to most.  If you are the leader, educate your people what closing the loop means; how often to do it, what projects require it, and what methods to employ: email, phone, in person, hand-written note.  Then show them how by your example.

     How effective are you at closing the loop?  How often do you teach what closing the loop means?  Raise the bar of expectation and accountability.  Teach and model the communication closure methods you want returned from your staff.