How do you delegate tasks and responsibilities effectively as a people manager?

Defining clear goals is an integral part of the delegation process. This involves understanding the 'big picture' - the overall strategic direction and objectives of your company. These objectives can span different time frames, from long-term generational goals, decade-long plans, to short-term targets like annual, quarterly, or monthly objectives. When assigning tasks, ensure they align with these strategic goals, contributing towards the overall vision. If a task does not seem to fit this alignment, it may require restructuring or reevaluation. By doing so, you ensure every task contributes meaningfully to the company's strategic direction.

Delegation is a process that will give you best result if planned and executed carefully. I follow the below steps as a process of delegations and it has always given me desired results.. 1) identify the right person to perform the activity/ role 2) Explaining the activity or responsibilities to the delagatee, giving them a perspective on how the activity adds value to the process/ organization 3) Provide necessary training and perform the activity in their presence 4) Encourage them to perform the activity and guide them ( only if required) on a few occasions 5) Let them perform the activities independently but keep some control with self for some period of time till you understand they are good enough to own the activity

First of all you must be aware of your team’s strengths and weaknesses there is matrix in marketing terminology we called it SWOT analysis. Each individual is important in each task depending on projects importance assign the tasks depends upon teams productivity

We call it put your aces in their places. Use your people in their strongest skills during busy times and cross train during slower times.

As an engineering manager, I consider two factors when choosing who to lead a project: 1. Skills and expertise: Evaluate individuals based on their technical knowledge, experience, and relevant skills required for the project. Consider people who have a strong background in the project's domain and possess the necessary technical abilities to tackle the challenges involved. 2. Personal development and growth: Consider what the person can learn from being in such a position. Sometimes you want to give someone more junior the lead role in order to give them a chance to grow. Of course, offer then support as needed.

In my opinion, the delegation process does not end after tasks are handed over. It's important to continue to check in with your team and assess whether the tasks are still providing growth opportunities and motivation still exists. If not, it's important to be flexible and shift tasks around the team if needed. This will also help cross train team members and retain motivation within the team

My perception, Tailoring How individuals learn is also a factor so too is The way information is communicated to achieve mutual success.

Communication plays a major part in todays complex world of work. Information is overload. When it comes to leading people yiu cannot base your communication only on data. Especially leaders should have one corporate philosophy and every communication also should align to that philosophy

Use Situational Leadership The situational leadership model suggests that the most appropriate approach to delegation will depend on the circumstances, meaning that you will need to adapt your style depending on the person you are delegating to and the set of circumstances or situation you are in. Understand the individual’s skills, experience, and confidence level related to the specific task. Evaluate their current ability to work independently and their motivation. Apply a directing, coaching, supporting or delegating leadership style based on this. Each task and situation is different so don't apply the same style in all situations for a specific person. This is the most common mistake when delegating.