In management under the restraint of normal procedures, in order for things to be done, there must be planning, action and follow-up. Follow-up sounds like a buzz word or cliché. But in actual fact it is the simply matter of checking on things until they are done. The criteria around the pursuance of any job until it is done is that if you start a job the policy is you finish what you start. Sometimes there are exceptions to the rule, like budget blowout, over expenditure and the like, or simply a better plan or idea comes along and supersedes the existing one. Follow up can be wrongly illustrated as clamping down or ruling with an iron fist, putting people under the thumb so to speak.

But really follow up is just taking the necessary steps to supervise and ensure that the task is carried out and accomplished to the manager's satisfaction or that the required levels or standards are to be met, managed and obtained. Under any instigation or invitation of task or job there can be many steps or stages that come into play or fall into line along the critical path of job attainment.

Follow up usually starts at the second or third step and continues until the job s complete or all several of the steps for example are accomplished. Once a task has been delegated to a subordinate it is the manager's job or responsibility to see that the person doing the task know how, what and they are doing it. That means careful instruction and continual follow-ups until that person is recognized as capable of doing the job. That means that follow-up is essential.