Here's how you can delegate tasks effectively without micromanaging your team members.

Clarify the goals of the task. Excite your team on the outcome. Empower your team to reach these goals. Ensure team members know their roles and how they can help each other to reach the goal. An excited and empowered team with clear goals, does the task well.

You have to trust the long game that you are cultivating future talent, building capacity now and inspiring loyalty and commitment. You, the Manager have to have great discernment on when you "peek in" and make certain things aren't going bad. Power is an inverter principal...the more you give it away..the more you have it. The manager must have good judgment on what to delegate and what to hold but once you delegate it just ensure that employees have the resources and support they need to succeed

I agree sometimes people rely on job descriptions which in most cases are too general to allow for effective delegation. I will go a step further once you have the roles written down have a discussion with the staff to make sure they understand their roles and responsibilities.

Co-ideation during the planning phase helps in defining the objectives and roles better. It's important to identify the interdependencies between people/teams in the detailed work plan for effective coordination (Accountability vs responsibilities). It's also important to define clear deliverables for each activity, set periodic check-ins to review progress and allocate enough time for seeking and incorporating reviewers' feedback at the decision stage. Often, the team fails to take into account the assumptions and contingency measures for risk mitigation. Incorporating these details while planning any task ensures a high-performance.

To delegate tasks effectively without micromanaging: Clear Instructions: Provide precise, detailed instructions and expectations for each task. Trust: Trust your team members to complete tasks without constant oversight. Set Deadlines: Establish clear deadlines and milestones to track progress. Support: Be available for guidance and support, but avoid unnecessary interference. Empower: Encourage team members to take ownership and make decisions. Feedback: Provide constructive feedback and recognize accomplishments. These practices empower your team, foster autonomy, and ensure tasks are completed efficiently.

I love this. Expectation allow for creativity. Since no one really wants to be told what to do, spending time imagining together what the result will be is a great way to get everyone thinking win win. Its as if its already been completed and we are going back and putting in the memories.

Et mettre le focus sur les solutions en cas de défis. Plus les personnes dans l'équipe sentiront qu'on leur fait réellement confiance, plus elles seront investies pour trouver des solutions et plus créatives seront les idées. Car le support et la confiance génèrent de l'énergie!

Its important targets as this drives the team toward a common goal. this should often be reviewed and aligned based on the changes in context as we live in a VOCA world

Continuing from above, at this step those without formal responsibility see you beginning to trust them beyond their day-to-day work. You're expecting them to succeed as they branch out.

-Once the roles are defined, and some previously milestone achieved *( Sources with our Performance Team, for example)* at the previous question. A Starter or Launch its a fundamental moment or a cornerstone for the Achieviement of your initiative as a Fundraiser. (The Meeting's Style, its up with you: Online, Office, Barbecue, Golf club...) The most important its to let every major stockholders, and the team keyplayers aware of the cronology of the fund. And every process with the scheduled with it, a resourcefull tool is 'Chart Hosting' some detailed data, procceding to open Q&A. After Q&A, each individual has a time to consider or proceed. Some Change may happen, its normal, but keeping the triump achievable.

From my experience: - Since the recent eruption of Generative AI, over 99% of the world is way behind the curve on the potential that modern tech tools will enhance any endeavor (ask me for sources) -- This applies to even a lot of historically savvy organizations The tools we have access to now are mind warping. It allows us to really just go all-in on the human element of humanitarian work if you take full advantage of them.

Now you're giving folks the resources they need for success. Here you prove that you want them to succeed, because you're devoting money and time to them.

A Fundraiser its also a 'Provider' ? -SURELY NOT. We are just a way, or a path for some activity that are in need of someone to provide the time, the expertise, the sweat and blood (sometimes). Every Activity that we are involved has different backgrounds, has their own characteristics and specificities. So this is the moment to not talk about Tools. Inform the team, having proactive gestures, not being shy of asking about some procedure. Applying team continuous improvment. Using the "correct language" to Reach out our members, Provinding the tools, the trainings, the continuos training, the 'recycle', updates. And Again, Listening to the team contributions, in extend of it funnelling new activites.

Providing your team with the necessary tools and resources is essential for effective task execution. From donor management software to outreach email templates, equipping your team enables them to work independently and shows trust in their capabilities. This not only enhances efficiency but also reduces the need for micromanagement, allowing team members to focus on achieving their goals.

Project management with members of an organization and external vendors can be a huge challenge if you attempt to manage via email. Use an event management software so that everyone can communicate and keep track of tasks in one place.

Be genuinely curious and ask questions that help team members recognize any blind spots they missed. Celebrate wins big or small. Read the room. Sometimes, the team needs support more than the feedback.

It is helpful to set specific reporting and face to face meeting dates. One of the most irritating means of follow up is a check every now and then that does not follow agreed timelines. Unless of course “the house is on fire,” then it becomes reasonable to immediately check and verify.

Open communication channels are vital for effective delegation. Encourage regular check-ins and updates, but resist the urge to constantly ask for them. This keeps you informed about progress without appearing to micromanage. It also allows team members to seek help or clarification, fostering a collaborative and supportive environment. From my experience, maintaining open communication while avoiding over-involvement ensures transparency and trust, enhancing team cohesion and productivity.

Lead by example and trust your team. Mistakes will happen, learn from them and make adjustments. I have lead great teams where I trusted my team, work with them and they did amazing things. Communication with your team is essential. When everyone understands their roles they can grow without the need of someone looking over their shoulder.

Some Communication must be given with urgency, some weekly, some monthly... and so goes on, quartely, annualy, bi-annually. You got it! So what happens? - A meeting its necessary to have a detailed approach of the status. But there is always the perfect (direct) question, with the perfect ( direct|complete) answer. Nonetherless exists a huge variety of manner to fulfill this Q&A. A once a week lunch its recomendend. A place 'outside of the work' . And after talking about everykind of situations, its time to try to outfeels the "Direct Question". If this not apply to your routine, Ask for it by email, by other CommTools. Or some Initiative's private channels. Its always should work both ways.

"I trust you." That sentence carries a heavy weight in any context. You're proving to your team members who you've recognized as having skills beyond their job title, that you believe in them; that they have your confidence; and that you believe they will succeed. All to the benefit of your mission.

"When you know your team, Your team will know you." Thats a huge sentence, and it is not always correct. But when it is applied to "real life" it starts to make sense right !? - Trusthfullness its not measured by a clock. - To know your team, means also to know your barriers, your straings. - Trust your team means to provide the team a moment to bright, to take over of a situation, to be in accordance with all the KPI's for example, to show capabilities and realization. Growing as person, learning as professional, and teaching as character.

First things first: Trust in the ability of people to deliver on tasks for which they are equipped to accomplish. sometimes they may not know they have the ability to accomplish such tasks, but you see it. So,, give them clear instructions on the task and provide all the necessary support and supervision, and watch them blossom. Make sure they know you are always a question away if they need further guidance or clarifications.

Trusting your team requires that you first put in the work to prepare them, lending credibility to the adage that a team’s failure is a reflection of their leadership. Many things contribute to avoiding such a fate: communication, setting expectations and the like. But to avoid micro-managing and build trust, a less acknowledged strategy is the 10-minute weekly check-in with your team (or each team member) that simply says, “What are your goals this week and what’s standing in your way?” Because after the prep work is over and a project is in execution phase, a leader’s primary job is to remove obstacles that the team can’t remove themselves. If you see yourself in that way, you’ll clear the path to success.

Regularly reviewing progress is key to ensuring tasks stay on track without micromanaging. Set milestones and deadlines to provide structure and accountability while allowing team members to complete tasks in their own style. This balance helps maintain oversight without being overbearing, leading to effective delegation in your fundraising efforts.

Here's a concise version for your LinkedIn post: Reviewing Progress in Fundraising Efforts Regular progress reviews are key to effective delegation without micromanaging. Set clear milestones and deadlines to guide your team, providing structure and accountability while allowing autonomy in task execution. This balance ensures tasks stay on track and empowers team members to work in their preferred style, enhancing overall performance.

One thing about a moving ship is correcting the direction and the navigation plays an important part. Regularly check progress to ensure tasks are on track without micromanaging. Set milestones, KPI and deadlines so the team knows what's expected but can work their own way. This keeps everyone accountable and allows for freedom in how they complete tasks. Balancing this well helps with effective delegation in fundraising.

Leaks come into the work of a project in many forms such as other priorities motivation, when the project gets more difficult than expected. Calendaring in regular reviews of the process and progress is very important. When people know and understand what they are doing and what is expected of themselves, they manage on their own. If they don't , reviews are more of a gentle tug than telling someone what to do. "No matter where you catch it you have to put it back to be put back on track and the division of work and time redone." I do find that most employees want feed back right away.

I would also add that micromanaging speaks more of the lack of confidence on the side of the micromanager than the person that they are micro-managing.

Delegate with clarity, empower with trust, and watch your team rise to new heights Start by clearly defining the problem they need to solve. Encourage them to brainstorm and present their solutions, facilitating their creativity without dictating the process. Guide them through refining their ideas, ensuring a collaborative approach. Schedule regular follow-up sessions to monitor progress and provide support. Foster an environment of curiosity and open dialogue, asking questions and promoting discussion. This method not only helps in finding optimal solutions but also strengthens the team member’s engagement and ownership of the task. Remember, effective delegation is about empowering and supporting, not controlling.

A lot of it comes down to hiring and keeping people you trust. Micromanaging basically says "I don't trust you" - which means the problem isn't the task being micromanaged, but the person in the role. Micromanaging can also be a communications problem. If a manager isn't getting what they want without digging into the details of how it's being done, it might be because the manager isn't clearly expressing what they want. Clearly define the win - what the outcome should be - and the parameters for the task. Then trust people the people you hired (or kept) to do their job.

To delegate effectively without micromanaging, clearly define tasks and expectations, choose the right person, and provide necessary resources. Establish regular check-ins and trust your team by empowering them and encouraging decision-making. Offer constructive feedback and recognize achievements. Finally, review outcomes to learn and adjust for future delegation. This approach boosts productivity and fosters a positive work environment.