Here's how you can delegate tasks effectively to meet deadlines.

Strategies to start delegating more: 1-Create a list of all the tasks you need to do. 2-Come up with categories for the master task list. 3- Prioritize from most to least important tasks. 4- Do a scan on your team and identify people's strengths and workflow to give the right tasks to each team member. 5- Find the person who would be the strongest fit to complete the task and ask if they can take on more tasks. 6-Set up a meeting to go over the work. Be clear on deadlines, expectations, and resources, and add a template to help with the project or report. 7-In the meeting, explain the project and ask them to recap their understanding. 8-Create check-in to update you on the project. 9-Review the work and give feedback along the way.

Here is what has worked for me in the past: 1. Pick the right person: Match skills and experience to the task. 2. Clear instructions: Define goals, deadlines, and expectations. 3. Provide resources: Ensure they have everything to succeed. 4. Empower, don't micromanage: Trust them to own the task. 5. Regular check-ins: Offer support and address roadblocks.

There is a distinct difference, in my opinion, between knowing your team and communicating with your team. U may “know” their strengths and their areas for improvement, however when it comes to delegation, if U aren’t communicating openly and often with your team members, U are setting yourself and your company up for failure. Transparent communication, without repercussions, focused on honesty and based in trust, is the key to unlocking powerful, thoughtful delegation, where everyone wins.

Cultivar la confianza dentro del equipo es clave para la generación de resultados exitosos; donde cada miembro se siente valorado, respetado y motivado para contribuir al éxito del equipo o proyecto.

Unmet expectations can often be traced back to an unclear understanding of what, precisely, was expected. So ground your assumptions and paint a clear picture of what excellence looks like: a) exactly what needs to be done b) how it should be done c) when it should be done (not 'soon' but by COB tomorrow). Likewise, ensure that the person has the ability - skill, resources, etc - to do it. Sometimes fear of appearing incompetent or stupid keeps people from asking for more clarity or help. You spare frustration, lost value, and damaged trust for all parties when you verify they have everything required to succeed.

SOPs are the key. Have tasks clearly explained with who does them and due dates and examples. You will stop managing so much because you will have clarity and the experience of whoever is doing the tasks becomes more a “preferred” qualification to a “required” one.

En déléguant une tâche ou fixant un objectif à collaborateur, il faut prendre en considération parallèlement plusieurs paramètres notamment : 1- Le collaborateur doit avoir l'aptitude et les compétences nécessaires pour l'accomplissement de sa tâche. 2- L'objectif doit être Smart et écologique 3- La performance recherchée doit être mesuré en permanence avec des KPI claire ms et bien précis.

Agreed. Explaining the WHY behind the goals gives people the necessary motivation and inspiration to contribute effectively and in a timely manner. Clarity on deliverables and deadlines is super important to get results out of delegation activities

Klare Ziele bedeuten ein gemeinsames Verständnis, was und in welcher Form gemacht werden soll. Es reicht nicht smarte Ziele zu vereinbaren, sondern ein Sinn für die Notwendigkeit der Ziele und Aufgaben muss deutlich sein. Das schafft Motivation und Teamgeist. Sinnvoll ist das das Teammitglied einschätzt wie lange es braucht und bis wann es fertig ist. Dieses Commitment ist zu dokumentieren.

Support bedeutet nicht Vorgaben bis ins kleinste Detail zu machen oder krankhaft die Mitarbeitenden zu kontrollieren. Support bedeutet Unterstützung anzubieten. Was brauchst Du noch, um das Ziel zu erreichen? Was brauchst Du noch, um die Aufgabe erledigen zu können? Was kann ich für Dich tun, damit Du das schaffst? Wie kann ich Dir helfen? Was wünschst Du Dir von mir? Was ist dein Vorschlag, wie willst Du das angehen? Ziel sollte es sein, dass der Mitarbeitende von sich aus einen Weg vorschlägt. Denn so ist auf der einen Seite ein höherer Lernerfolg zu erwarten und auf der anderen Seite steht hinter „selbst erarbeitetem“ eine größere Verbindlichkeit und Motivation.

La declaración hacia cada integrante del equipo "estoy disponible para : apoyarte, darte feedback - o recibir- , acompañarte en el proceso, etc" es un antes y un después en toda relación que busca hacer crecer la confianza. Apoyar no es microgestionar: es saber generar los espacios y entregar las herramientas para que su equipo asuma sus responsabilidades con autonomía.

Over time i discovered that I needed to be brave enough to trust others to share my vision of the future of any project i delegated; then adding a coffee conversation where i verbally painted the picture that i held in my mind, some of the most successful projects were achieved by those i trusted most for which i am truly grateful and proud x

Die Führungskraft delegiert, damit diese Aufgabe erledigt wird. Sinnvoll ist ein morgentlicher Termin in welchem festgehalten wird, ob die Ziele erreicht werden, wer support braucht und von wem dieser zu leisten ist. Das so genannte "daily morning meeting" umfasst 15 Minuten und ist Teil der Teamarbeit.

Don't hover and certainly do not micro-manage your delegate. Be available and encouraging but not stifling. Make it easy for the delegate to succeed and to take satisfaction from success.

Eine digitale Software zur Zusammenarbeit gewährleistet, dass die Führungskraft sehen kann, wann der MA was getan und fertiggestellt hat

Set milestones and create an ecosystem of transparency so that all can see the progress being made. Weekly check-ins in person should be sufficient as all progress should be clearly visible. Anything more than this is micro management and if you have to do this you have the wrong people!

I don't agree with frequent reporting for delegated tasks. In the end, the delegate is doing you a favour. You're probably not paying them extra for doing the task, so don't micromanage. A report on completion, and the freedom to seek advice if they need it, should be sufficient.

Le reporting et le feedback vont être cruciaux pour corriger tout écart de délais. Pour favoriser un tel contexte de communication, il me paraît indispensable d'instaurer un climat de confiance et de coopération, surtout pas de contrôle répressif !

Le suivi régulier de la réalisation des objectifs n'est souvent suffisant, il faut également instaurer une culture de flexibilité et d'agilité managerielle qui peut servir à l'ajustement et la mise niveau des ressources et moyens alloués et mis en place pour l'atteinte des ces objectifs.

Flexibility goes beyond just letting certain things slide when it’s time to “not make a mountain out of a molehill”. It also goes beyond just adjusting when the circumstances change. True flexibility is about bringing the ideal set of leadership attitudes and characteristics to the table to meet the challenges at hand. Sometimes this means editing your approach, sometimes it means amplifying some elements of your personality and communication style. In the end, flexibility is about correctly assessing what is needed to accomplish the goal and then working with your own mix of leadership assets to help the team around you achieve success.

Ao monitorar o progresso, é importante estar atento aos KRI, ou indicadores de risco. Quais os sinais ou evidências de que algo pode não estar seguindo como idealizado. Nesse caso, e sempre bom ser flexível para buscar alternativas de correção, sem prejuízo aos prazos inicialmente estabelecidos.

Flexibility is very important in management. Be prepared to communicate with your team and change plans as needed. There are times when you might need to switch tasks around so that the right people are doing the most important jobs. It's like rearranging a puzzle so that all the pieces fit perfectly. Being ready to adjust and change direction when things don't go as planned is a smart way to keep everything on track and make sure the project is a success.

Although many plans usually deviate and some directly fail, planning is mandatory. Course-correcting the plan is the best strategy for success. Remember: a plane in autopilot is off-course 95% of the time. Track the real status of the tasks frequently. Identify differences between planned vs real, apply the necessary corrections: - by reassigning tasks and resources and/or - by adapting the remaining of the plan with the revised task assignment (i.e. create a new version of the plan)

Celebrating success is essential for team morale and motivation. Recognise milestones and completed tasks to boost spirits and encourage the heart. Regular celebrations, whether through team meetings, individual shout-outs, or rewards, reinforce positive behaviours and strengthen team cohesion. This practice not only highlights achievements but also cultivates a supportive and proud work culture, enhancing overall productivity and satisfaction.

Combien de managers le font réellement? Combien le font sincèrement? Ajuster régulièrement ce qui est bien réalisé et ce qui peut être amélioré contribuera toujours à l'excellence de votre équipe. Il faut en revanche le faire régulièrement, planifier les moments d'échange, les "points de passage" pour féliciter, corriger, réajuster. Le manager est un phare qui permet de ne jamais se perdre, y compris son temps.

An example I've seen that works well is making sure that at weekly meetings people speak up about their progress and that you acknowledge them during those meetings publicly. Progress which is clearly being made should be acknowledged publically outside of the team as well asking employees to share their learnings in order to pass on the knowledge to all the team members

Celebrate All Wins: I teach and follow the distinctions of "The One Minute Manager" techniques. They can have a profound positive impact on individuals and teams by celebrating success in daily brief acknowledgements. Recognizing accomplishments, even small ones, boosts morale and motivation. These quick, focused moments of positive feedback reinforce desired behaviors and show appreciation, fostering a culture of recognition. When team members feel valued, their productivity and engagement soar. Implementing these simple yet powerful techniques can transform team dynamics, encourage continuous improvement, and drive overall success. Celebrate wins to inspire ongoing excellence. These techniques for Family Dynamics too!

8.0 Why am I Delegating? Once I know why I am delegating, I am likely to do a better job of delegating. Some of the reason that come to my mind are: - My plate is more than full and I wish to offload a part of it. - I am not an expert in this area and one of my team member is. - The delegatee has the expertise and is under-utilised. - This area happens to be a growth need for the person. - I am grooming my successor. - ……. Best .

The first place to start with delegation is to acknowledge that you need to. I work with bookkeepers and moving From Bookkeeper to Business Owner™️ can be a challenge with lots of mindset hurdles and fears of what could go wrong. My suggestion is to track everthing that you do as a starting point. Write it down. That way you'll get a sense of: - the tasks you're doing that could be done by someone else - how long everthing really takes (hello 5 minute emails that actually take 15) - the steps in a process to get a job done - work you're doing that you've not been charging for Etc. As you're doing this, always keep in mind "Is this the best use of my time right now?" and, "Do I need to be doing this? Or could someone else do it?"

Delegation isn’t just about tasks, isn’t a checklist; it’s about trust. Dive deep into your team’s strengths, like a treasure hunter seeking hidden gems. Unearth their passions, their superpowers. Then, empower them with autonomy. It’s not just about deadlines; it’s about lifelines. When you trust, they rise. When they rise, you soar.

I think when we set out to write how to do things .... especially for business stuff, it's important to qualify the industry too. Having started 7 diverse businesses in IT, Non-IT business like (Retailing, franchising etc...), i found that delegation is of different kind, motivations are different. So i suggest a further breakdown to this article. For eg - delegations in the IT industry or Media or delegation in the Manufacturing industry or delegation in small business owners (less than 5 employees), it would be beneficial to understand delegation in depth and apply those learnings effectively when we can get contributions from relevant industry experts.

To delegate tasks in a way that has effect on the deadlines which are met, begin by deconstructing the scheme into parts that are easy to achieve then distribute it among members according to what they can do well and what they are doing in the organization. Clear guidelines should be provided together with specific projected results and timelines fixed. However, it is equally important to ensure that your team is free enough to work independently thus having confidence that they have all most important supplies which will be required for successful execution of task given