Comment déléguer les tâches et les responsabilités tout en maintenant l’alignement de l’équipe ?

Today's workforce is curious and intelligent. With my team we create intergenerational platforms where the entire team understands what others do. This feeds into their inquisitiveness and gives them a real-time view of organisation dynamics. For instance we had a team based out of two locations, in the beginning each region found members from the other location very rude, but these meetings helped them break ice and know their colleagues across locations. After 3 months they were inseparable.

It is important to establish clear expectations, communicate goals, and foster open communication. Regular check-ins and providing necessary resources ensure everyone is on the same page. Encourage collaboration and acknowledge contributions to reinforce a cohesive team dynamic.

It is imperative that the team is aware of the larger picture. The outcome expected along with the interventions, need to be clearly defined. The goals and the means to achieve that needs to be articulated in a crystal clear way. While delegating it’s also important that the roles and responsibilities are clearly demarcated. Any means that can lead to groupthink needs to be eliminated. Having a diversified team with clear demarcation can result in a better output once they all are aligned.

Il est primordial de définir les rôles et les objectifs de chacun dans une organisation. Cela nécessite une connaissance parfaite de son équipe afin d'identifier clairement les différentes compétences associées. Il est nécessaire également de préciser les attentes et les responsabilités de chacun afin d'éviter les malentendus. En outre, encourager la communication et célébrer les réussites individuelles et collectives pour renforcer le sentiment d'accomplissement.

This is something I practice on every occasion with every project. I think it creates a sense of inclusion and belonging when you bring the team together to discuss and talk through the various projects, no matter the size or magnitude. It is an excellent way to let my team know just how much I value their input and participation. It definitely increases their engagement and interest in the success and outcome. This is just one of the ways I choose to let my team know how important each of them are to me and our team's success!

This is absolutely crucial and it’s also worth considering the intrinsic motivations of your team members. There might be overlooked skills that team members have picked up elsewhere or in the course of their career. I try and look beneath the initial enthusiasm that some display. There are some team members for whom the work or project could be a stretch assignment and who may possess latent skills still to be discovered. So look beyond the surface.

When you match tasks to people's skills, you can also easily create teams that complement each other and this way the task is done the best way possible and least amount of time.

Don't presume that people who maybe haven't yet asked or put their hand up for delegated tasks as in they aren't interested in taking on new tasks. People that are experts in their field and normally top performers will surprise you with the knowledge that they are prepared to share if you approach them in the correct manner.

Understanding your team members' strengths, weaknesses, skills, and preferences allows you to make informed decisions when assigning responsibilities. Below are some additional points to consider when matching tasks with team members: Conduct a thorough assessment of each team member's skills and competencies. Consider each team member's experience level in the particular area or task. Let employees follow their passion. People tend to excel when working on tasks that interest them. Ensure an equitable distribution of tasks among team members. Delegate tasks that offer development opportunities to team members looking to expand their skills and knowledge. This approach can lead to improved teamwork and better overall outcomes.

Finding the right individual for the job is also crucial. Consider their degree of interest and the work they have completed in the past. If someone hasn't done much but yet has the drive and interest to learn and complete the assignment, they ought to be the one.

Setting clear expectations about deliverables gives the individual the what, and when, but not the how. Effective delegation empowers the individual to perform and shine once clear guidelines have been communicated.

In the practical world which is aligning with business objectives evey min. & sec. , guidelines must be kept robust enough to ensure people do not change the goal post (exclude sales). A reasonable guidelines should be defined for 9 to 12 months with quarterly review & weekly monitoring.

Empower your team by providing clear guidelines, utilizing collaborative platforms, and offering essential tools and training. Break down tasks with defined scope, timelines, budgets, roles, and expectations. This not only minimizes confusion and duplication but also ensures a clear direction for success. Foster continuous learning. Keep communication channels open for feedback, creating a collaborative environment. Together, we build a more aligned and empowered team.

Guidelines and Resources are the function of Goal Setting Process. Being SMART, as Possible, translates to Pure Numbers to be achieved!! Being, Specific, Measurable, Achievable, Realistic, Time Bound with Right Tool (read resources), Guarantees 'Results'.

Nothing worse than being on a project, 4 meetings in with no clear role expectations. It’s 100% ok to ask before a project starts who is in charge and define roles and priorities. Whether you are in a startup or Fortune 100, they are all susceptible to this problem. Spend time defining roles and responsibilities on the project and create a small manifesto to help drive decision making and effectiveness of everyone on the team.

Delegating with alignment is more than mere task assignment; it’s about trust and empowerment. We create an environment where autonomy is celebrated when we grant team members both authority and accountability, encouraging them to solve problems, make decisions, and own outcomes. In turn, leaders are freed from the pitfalls of micromanaging and they can focus on greater things, while providing teams with confidence and motivation.

Proper delegation of authority requires leader involvement too. Managing expectations; with boundaries set, periodic updates (in progress reviews), and reinforcing feedback. To merely tell someone to go off and do good things is not delegation. The leader still ultimately is responsible (this cannot be delegated), but with positive collaboration and feedback, your people better understand intent, parameters, and what is best needed to accomplish the task. Over time, the need for an azimuth check is lessened and a formalized process can be adjusted. Leaders often make the mistake of thinking delegation of authority is to take things off their own plate, but the real purpose is to teach, coach and mentor while expanding company capabilities.

Delegation needs to be customized based on the team member. Having delegated the responsibility, the delegating manager still has a responsibility of reviewing. Depending on the skill and will of the team member the review may be around outcomes or review around approach or review around obstacles. Finally in the delegates task, the manager looks for how to enable or support the final delivery.

Delegating with trust is critical. But let me qualify- trust here does NOT simply mean "I trust you will complete the tasks I assigned to you" but "I trust that you understand what we're trying to achieve here and you will make the right calls." This is what delegation with trust means, and this is the kind of delegation that empowers the person and motivates them to do a good job.

Delegation is not easy to do, however is a powerful and much needed tool for a managers success. When you delegate, you are teaching someone responsibility and leadership. Outcomes may not be perfect, however, mistakes bring an opportunity to learn.

Como líder de equipe, sempre me inspirei no conceito de "empatia assertiva" de Kim Scott ao monitorar o progresso e fornecer feedback. Acredito firmemente que entender as necessidades e emoções dos membros da minha equipe, mantendo uma comunicação clara e direta, é essencial para manter o alinhamento quando delegamos tarefas.

Finding a good balance for the individual, team and organization is tricky when delegating tasks. For all three of these keeping goals, growth and mission in mind can be valuable. If passions are matched with pushing people just a little outside of their comfort zone it will hopefully create a fun and cohesive team that will give you a good outcome and ROI on your project.

Muitos confundem feedback, com alinhamento ou com avaliação de desempenho. Cada um tem seu valor e importância no progresso de qualquer processo. Diálogo, abertura, escuta ativa e ausência observada e cuidada para não julgar, são fatores primordiais nos ajustes de um time em desenvolvimento. Todos precisam de algum imput para ajuste de energia ou comportamento. Fomos criados e modelados para vencer, só não desenvolvemos o hábito de pensar em rede e ou sistema, cada ação ou inação corresponde a outra contrária. Observar sem julgar. Comunicar com respeito.

When giving feedback, remember that it's not always a one-size-fits-all approach. You must adapt your feedback style to each team member's personality and learning preferences. Consider different personality types and their preferred communication styles. For instance, introverts might prefer written feedback, while extroverts want to have direct conversations.

Everything should be documented and nothing should be left to ambiguity. Especially timelines - east project plans helps drive accountability.

Forget empty pats on the back! Celebrate the collective masterpiece, the shared victory. Recognize individual contributions, but don't forget the power of "we." When the team feels valued as a unit, alignment flows naturally. Applaud your Picassos, but don't forget the masterpiece they co-created.

Delegate the task according to the strength of an individual in a team, learn from each other and switch the tasks, collaboration and appreciation are the one of the best method to keep the individual engaged and assign the task

The only other aspect I would add here is the availability of resources. Organizations and leaders often disregard or take too lightly workload allocation. While assigning the right person to the right task, one key consideration is their availability or involvement in other projects/tasks at the same time. Keep topping up the same resource will increase dissatisfaction & eventually wear out that individual, as great as they are. One of my personal favorite tools is a basic Resource Tracker, that can come in a simple Excel spreadsheet. Track down each team member and their workload in a time-bound manner. See when they are due to close their current project so you can plan ahead based on their availability, thus avoiding overload

I think these articles talks more on what to be done or DOs, what is missing here is DON'Ts Few Don't while delegating the task could be 1. Micro management - giving a space and time to the team is important. Avoiding Micro management in the name of frequent follow ups and remainders 2. Double work - Overseeing the task step by step which is deligated to the team in the name of checks not just means double work but also could reduce the confidence of the team

Delegation is a motivation tool. When certain things go wrong, it can be demotivating. The damage then is high. Example, when the delegate communicate a challenge she/he is facing to the leader, so the leader decides to buy it back or put it in limbo. Also, one of the major success factors to the delegation is to choose the right person for the right job, capitalising on the strengths of the delegate. We want him to succeed