I was responsible for a large project at my company, which required input from other team members. I communicated what was needed and when, yet nobody followed my directions. When the project went sour, my manager held me responsible for its failure. Can you help me?
In the example you've cited, it seems that there were two different and distinct factors that contributed to the project's failure. The first was your staff's inability to get the job done in the way you specified and in the time frame given. It's speculation on our part to discern why that was the case -- the reasons could be manifold. Was the job too big for the team's skills and experience? Were there outside factors not under their control that kept them from finishing their part of the work? Were they just lazy? Did they lack motivation to do a good job? Was the scope of the project unrealistic? Whatever the reason, the larger part of the responsibility lies with you; it's the price you pay as a manager. It was your job to get regular feedback on the team's progress and outline consequences and rewards based on its performance. A timeline for completion, with each step carefully plotted along the way, was a must. This tool would've shown you if the time allowed for the project was realistic. Or, it would have given you the needed data to go back to your superiors and ask for a more reasonable time frame to complete it. If there were factors out of your company's control, ultimately you were the person who should have been able to suggest ways for the team to overcome any obstacles and move forward.
Of course, the hardest part of any management job is to create an environment that helps others to feel motivated and essential to the job. The best way to do this is with open lines of communication and a clear understanding of exactly what's expected of each person. This doesn't happen overnight. It will require small steps that over time can create the desired outcome.
For more advice on management strategies, check out Ken Blanchard and Spencer Johnson's book, "The One Minute Manager" (Berkley Publishing Group, 1986). It's been around for a while, but is a quick read and still an excellent resource. Read about three management techniques and why they work well with many people. Also, consider some management training in the future so that your next project will have a better outcome.