How can you develop strong delegation skills?

I am still learning here, but this is what works for me Select the right person, person who is equipped and is will to take it up Empower the person to take decisions Extend support in all scenarios ( success or failures ) This helps to build trust and accountability

It's important to delegate tasks that go beyond our own capabilities. Begin by identifying tasks you don't have the time or expertise to handle, and find team members with the skills and availability to take them on. Once delegated, communication is key. Clearly express expectations for a smooth transition and ensure team members understand their responsibilities. Also, remember to provide ongoing support. Regular check-ins will help you keep track of progress and manage workloads. If needed, offer assistance to make their work easier. Delegation requires careful planning and effective communication. You'll foster a smooth workflow and ensure success by trusting capable team members and providing continuous support.

Shared purpose creates trust and tryst forges people into teams which you can empower. 30 years in the Army taught me no leader has the right solution every time, so delegate to the level you are uncomfortable with and then delegate some more. If they succeed they are champions, and the plaudits are theirs, if they fall short then as the leader you are responsible for the outcome and you can pick them up and go again.

Look at it as a growth opportunity for your team - give them the opportunity to learn and develop from taking things off of your plate. With the right support and communication, they will thrive and be appreciative for the new skillset!

Few things that worked for me: 1. Before you delegate one should first understand the task. 2. Identify what should be the outcome of the task. 3. Identify the team member who can give that desired output. 4. Trust the team member. 5. Don't create false deadlines or undue pressure. 6. Create an environment where team members can approach you even for a simple question or a doubt. 7. Evaluate the output and give constructive feedback if any to the team member. 8. Last but not the least - Appreciate the work of the team member in accomplishing the task.

What makes them go? What are they seeking and why? Are they coachable? Getting to the root of character, integrity, motivation and passion will help to catapult the concept of Hiring and Building leaders at all levels of Org. Being capable of doing something is one thing. Being willing to do something with burning passion and commitment is next level.

Who in my team would benefit most by doing this? Who really wants to do this? Who will create the highest self and team value in doing this? I am a big believer of the skill will matrix here. I also add ambition to the will side as I think of this.

I believe rather than choosing the right person, make him the right person. I have seen examples where when a task is delegated, the person always chooses to jump on the task trying to finish it rather than contemplating on the required skills. One must make their team acquire necessary skills beforehand delegating any tasks.

In smaller teams, CEOs don't have the luxury of choosing from a large pool. Talent, capacity, skill set etc. might push the CEOs to take on everything and avoid delegating. This is a huge trap most startup CEOs fall into specially deep tech CEOs. CEOs must hire those with grit, hunger, and vision close to their own, then put in resources to train them. This I have seen works better than hiring someone experienced and expensive and hoping they can take over tasks. IMO, talent that grows with the company, is given room, and is trusted will deliver far better than someone inorganically given an executive role.

An important factor in delegating properly is understanding your team and their strengths and weaknesses. Delegating to the improper person can cause more issues down the road. Taking the time to have one on one time with each team member to really understand their strengths and weaknesses can make a huge difference in performance and increase efficiencies of your employees. When this happens properly, normally the quality of work being done also significantly increases as well. Get to know your team members better and watch what happens to their performance and mind set going into work or working on a specific project.

I believe the effective way to delegate is to ensure the person you were delegating to understands the boundaries and the goal, and then agrees to iterative, progress reports along the way. Then you let them do it their way, and you measure by the results, the outcome. People take ownership if they’re allowed to take the action using their own creativity. So to effectively delegate, don’t micromanage. .

Don't Just Communicate, Clearly Define Expectations: Communicate your expectations, objectives, and desired outcomes clearly. Discuss the scope, deadlines, and any specific requirements associated with the task. Ask them to teach you how to do what you just taught them. Most people learn better when they teach. This will help them prepare for a win.

Important in communication for me is to be clear and don’t hide anything. I usually work with a Danish term “The prune on the desk”. I don’t know how well it translate into English but basically it means come forward with the content directly and don’t try to hide what you actually have to say. My experience tells me that my employees have always liked this approach of leadership, especially when it has been carefully aligned with my burger model for communication. Start with something good. Talk about where we might have an issue and finalize the conversation with a good topic again.

There are many tools to capture the information like SMART. But most leaders fail in explaining the task at hand, expectations along with it, challenges that one might face, support that one can expect etc... Due to this many times the person isn't aligned with what the end goal is. This hinders creativity, confidence etc.

Communicate clearly but also communicate early. Have a good understanding of what their task sheet already looks like and how much time it will take them to achieve the task. Also evaluate which of your communication channels would be appropriate to communicate the task; email, phone call or face to face?

There is a fine line between being a delegating manager and an abdicating manager. You definitely don't want to micromanage people, but you should still show that you are invested in them and their quest. Three tips: 1. Agree on goals 2. Ask how you can support and when to follow up 3. Commit to what you agreed on 1 and 2 and otherwise get out of the way.

Quando saio da posição de simplesmente "delargar" ou do "gerenciamento no chicote", e assumo uma posição de facilitador, trago para o executor da tarefa a visão de um lider que se preocupa em: capacitar; e que esta pronto para ajudar.

Beyond empowerment, you might want to focus on creating the conditions for success and their best work. You must build belief that this person can make it happen and trust their skills to do so even when the experience is new to them.

Clear directions and goals in place, leaders must provide space for the team member to take on the task without fear. Each of us has failed and the benefit of failure is the opportunity to learn. Team members must have the freedom to tackle challenges in their own way and with comfort of not being judged for their decisions. When something leans towards a challenge for the team member, they must feel that they can depend on leadership to listen to the logic applied to that challenge and the approach the team member took in addressing it. Only then can the team member expect support without criticism

Create a fail-safe environment. Emphasis on the "why" over the "how". Provide the context in which the delegated responsability fits. People can find better ways to acheive the desired goal if we share with them the context, information, rational and purpose of the mission. If you don't accept failure and insist for things to be done your way, you might better invest in automation.

A support method is by providing clear and actionable feedback. Don't just point out any problems, but help them think through things by recommending possible courses of action. It's important to not just give answers, but to enable them to make their own decisions in solving problems so that they become more capable. Feedback should also include any good work they've done as motivation for them to continue pushing.

Recognition is absolutely key. It is crucial that your team members know if they do something well then you will give them the recognition they deserve. A great leader must never take the glory from a job done well by their team, the team must get the credit for their own good work.

Don't monitor, just support. If you are available, approachable and they know why you picked them for the task then they will make you a part of the process, you will be updated/informed. If you are connected then you don't need to monitor... You will also know their weakness and so know where they might need help and be ready to support.

Support is vital in delegation. It's more than just assigning a task and expecting results; it means being there for your team member as a coach and facilitator, guiding them through the process

As someone who has shaped the way of working for elite global companies, I've seen servant leadership unleash greatness by focusing first on understanding motivations and clearing roadblocks. Servant leaders derive influence by elevating teams, not exerting authority. They resist driving solutions, instead asking powerful questions to illuminate pathways. Promote self-organization by matching talents to opportunities. Establish clear vision and values, then trust teams to chart their course. Replace micromanaging with motivational check-ins. Model humility. Admit when unsure, acknowledge mistakes. Seek counsel from team members. Ignite intrinsic motivation through empathy, not ego. Celebrate collective wins, even small ones.

Delegation is about trust. To build a team, you have to trust people to do the jobs you hired them to do. If an employee is not completing tasks as delegated, coach them to correct the issue(s). If that doesn't bring about resolution, move on from that employee. Then, hire a new team member whom you have vetted to ensure they will own the duties of the role. You will struggle to build highly functional and effective teams if you are not a master delegator. Holding onto tactical work means you have less time and bandwidth to strategize for growth and/or new projects.

Consider today's market when products are introduced in beta. Same is true to evaluating and learning in the moment. So many situations are less predictable that learning to dance in the moment with sound judgement is critical. Think about how your develop your team's thinking capacity versus knowing the "answer".

This is the place were I personally have the most fun with my team. We stop, debrief, what went wrong, what went right, what that was right put stress on other areas and caused failures downstream? As many people look only at failures, we have found that just because taks "C" went perfectly doesnt mean that task "G" wasn't affected by it in a poor or destructive manner. We look for root causes of any process that was not 100%. Including looking into other processes that were 100% just to make sure we have all steps of the big picture in the proper place.

I agree learning must be a continuous process with remedial action where appropriate. Improvement should always be the base of the process. I have used performance reviews (PAB) to gauge KPIs and most Kaizen ideas have come up in refining tasks.

It is interesting to carry out a self-assessment with the person to understand from different points of view, which allows you to broaden your field of action and not miss a point that could block you later.

I feel the only way to develop strong delegation skills is to develop strong inner/core skills first. Without this, #2 to #6 above cannot happen. Leadership today is not for the faint-hearted. It will require a new set of 'Superpowers' that are rooted in a foundation of well-being driven through inner/core skill such as: -Empathy -Listening -Resilience -Adapatability -Health and Well-being -Empowerment -Building human relationships And more! As a leader, do the work to go deep and improve your core skills so that you know how to: -Understand your team -Work with them -Communicate with them -Trust them -Support them When you have this, it's easy to delegate. Without it, you'll always be in a 'Manager/Employee' relationship.

Remember that a single mistake won’t shut down the company. That’s why you delegate to the right person and you monitor the progress!

Simply put, you have to give up control to gain control as a leader. This doesn't mean you give up responsiblity, but unless there is a definitive way to accomplish a task, don't constrict a team member's creativity to complete the task. You might discover a better way to execute the task with greater returns.

In our businesses, we SYSTEMISE & DELEGATE processes in 3 stages: First, we let go of 2 types of THINKING: a) that ONLY I can do this best. b) that other people MUST DO it as I do it. Next, we communicate these 3 things: a) Identify the RESULTS we want delivered, b) the PRINCIPLES (the HOW, but not the details, we leave room for people to find better ways to do the same thing) and c) the METRICS of success, we need to see in place, for both sides to know it has been delivered to an excellent standard. Finally, we let the magic of empowerment unfold - through COACHING (NOT training) i.e. we make time for questions / feedback / support rather than show them HOW to do it. We sit back in awe at how much better other people do things!

Most often people do not delegate because they find no one in the team can do it as good as them. Which maybe true as well. One principle that helped me get out of my perfectionism was " if it is safe enough to try good enough to run" let it run. If someone in the team could do a task 55-60% as well as me, i would delegate the task with an understanding that they would develop a blue print how they will go about doing it and discuss with me before executing. That was my opportunity to bring the task to 70-75% perfection and allow it to take off!