What do you do if your team members are not growing professionally through delegation?

Take time to understand each team member's strengths, weaknesses, skills, and aspirations. This assessment should be ongoing and multifaceted, encompassing not just technical abilities but also soft skills, work styles, and personal goals.

Delegation is a powerful management tool if used and executed properly can be the panacea to a lot of performance problems. However it can also become a boomerang if it’s not executed and tracked properly. The core to successful delegation is the assessment of the readiness of the team and the need to make small steps before the Big Bang. This can be checked in few ways, initial steps being assigning smaller tasks and test the decision making skills of the team. It is important to give transparent and direct feedback to the team on what went right and wrong. The gradual empowerment is the key to successful delegation. Eisenhower matrix is a useful tool to understand what to delegate.

Ask Them to Be a Mentor You can also ask your high-performing employee to mentor an existing employee rather than a new person coming in. Again, there are many benefits to being a mentor, not just a mentee, in terms of development. Mentoring differs from coaching, but a mentor needs to hone coaching skills, like Asking coaching-style questions Supporting a mentee to find solutions rather than jumping in with the answers Opening up your networks for a mentee to talk to others.

O principal é auscultar todos os membros da equipa e perceber o que move, energiza e motiva cada um deles. Depois, procurar ajustar as tarefas a cada um tendo em conta as suas forças e interesses. Ver a equipa pela positiva e ajustar sistematicamente.

I use two distinct techniques in my consulting practice to gauge where teams and leaders are at related to assessment. First, I use the Everything DiSC personality assessment to help team members understand their preferred work styles, motivators, and stressors. Next, I use the Emotional Quotient Inventory (EQi-2.0) tool to help team members and leaders gain awareness of their emotional intelligence and where their blind spots might be. Combined, these tools provide a powerful picture to help teams and leaders become more effective and productive.

Importante ter um processo formal de avaliação. Mas mais importante é ter uma cultura de feedback contínuo e plano de ação de desenvolvimento individual que realmente seja acompanhado e apoiado por um gestor.

"Delegation" is more like a high five ✋ than a handoff. Have an understandable discussion before dumping responsibilities. Give an account of the "why" behind the task, highlighting its relevance to the overall goal and development. Provide an overview of what is expected, including due dates, quality requirements, and accessible resources. Keep the "how" in mind by giving explicit directions and being forthright when asked questions. Never forget that when you delegate, you're giving someone a chance to learn!

É fundamental o acompanhamento individual e a auscultação de cada membro. Mesmo em contexto fora da organização, por exemplo., tomando um copo e procurar levar as coisas de forma tranquila e positiva. A comunicação deve ser objetiva, clara e empatica.

Offer Regular Feedback Carrying out monthly employee appraisals is important. However, why should an employee only get useful feedback once a month? The answer is simple - they shouldn’t. Instead, you should strive to offer regular feedback in real-time. from having their shortcomings highlighted regularly. If you wait until the annual review to offer feedback, you aren’t offering enough time for your workforce to grow. As a business leader, you need to work with your HR team on a way to monitor employees and assess their strengths and weaknesses. Then, whether it’s you or a member of the management team, someone needs to relay the findings to employees. By doing this, you will find work improves and productivity remains high.

Clearly articulate your expectations regarding delegated tasks and responsibilities. Provide context for why these tasks are important and how they contribute to the team's goals. Additionally, discuss with each team member their career aspirations and how delegation fits into their professional development plan.

Don't delegate. Empower. The concept of "support and monitor" is antiquated. You have to actively set them up for success in how you design the work and coach them to success. You can't expect people to grow if all you are doing is assigning them tasks. I repeat, you can't expect people to grow if all you are doing is assigning tasks. Tasks are judged by speed and quality. Growth means new capabilities, not faster or higher quality. Self-reflect: You have to carefully evaluate why in the world you've decided to delegate tasks instead of empowering them to create outputs or results. If you don't feel comfortable empowering, then you need to select responsibilities and coach them more effectively.

Support and monitor doesn't mean breathing down subordinates neck or telling them how to do each step in a process -- that's micromanagement. If a leader has to resort to that kind of direction, you have a bigger problem than you realize. Support and monitor means trusting your people to do the job you hired them to do and giving them the tools to do an exceptional job for both the organization -- and ultimately your customers.

Offer ongoing support to your team members as they take on delegated tasks. This support can come in various forms, such as providing resources, offering guidance and feedback, and being available for questions or concerns. Regular check-ins are crucial to monitor progress, address challenges, and provide additional support as needed.

Na verdade, o empowerment é fundamental para transformar liderados em líderes. O desembrulhar do talento, só acontece se houver confiança mutua e credibilidade, confiança na liderança. De nada vale, atribuir tarefas e deixar as pessoas a deriva, sem acompanhamento. Reconhecer os pontos altos, é fundamental para um lider exemplar. Focar-se só nos pontos baixos, é desmotivar o colaborador.

Muitos gestores erram nesse momento. É extremamente importante ter a gestão contínua do feedback, do plano individual de desenvolvimento e acompanhar e atuar sobre as oportunidades de ajustes, melhorias e reconhecimento que aparecerão.

Before delegating: we need to assess the strenghts and weaknesses of our coworkers so we delegate what they are capable of executing within an acceptable range of quality and risk of under delivering to our clients. While delegating: we need to be extremely clear about what we expect (detailed description of the outcomes and due dates). The best way to check if the got is asking: "please tell me what you understood, just to see if we are on the same page". Be careful not to micromanage, give space for them to decide how to do things. Encourage them to reach out to you at any moment for support. After delivery: Use every opportunity you have to give them continuous feedback, do not wait for the formal performance review.

Regularly evaluate each team member's performance on delegated tasks. Reflect on what went well, what could have been improved, and any lessons learned for future delegation efforts. This evaluation should be a collaborative process, involving both feedback from you as a leader and self-reflection from the team member.

Be prepared for the fact that they are not you - they will do things differently, so let them. Ask them questions to get them thinking, but don't give them answers on what you would do. They need to come to their own conclusions - it is part of their growth.

The fact is delegation is not a single sided path to growth. Besides delegation to make it simple there is coaching and training, etc. But what is a consultant striving to become? What happens when they do? At one of the big firms, we developed a process. We defined what had to be demonstrated and verified in each area of consulting. For simplicity’s sake, let’s say there are three kinds, strategy, process, and technology. And there were horizontal skills like project management, business development, knowledge management, etc. There were also six levels outlined. When you demonstrate capability, you move up a level. Multiple level 5’s=partner candidate. Expectations can be set, and results are realized. This should be the review process.

As a leadership coach and consultant, I advocate that for teams not growing through delegation, clarity in goals, expectations, and matching team skills with tasks are foundational. Beyond this, the pivotal role of a leader is to coach team members towards efficiency and professional growth. Embodying a coaching mindset enables leaders to foster accountability, while meticulously measuring and monitoring progress enhances team development. I specialize in helping leaders acquire and refine these coaching skills, ensuring they can effectively guide their teams towards achieving their full potential. This approach not only drives performance but also nurtures professional advancement within the team.

One has to ascertain the precise cause of the members not attaining the development goals after enough of opportunities and delegation. The entire situation needs to be examined and reexamined by external experts. It needs to be checked whether the delegation of work was with clear communication, defined objectives, full delegation of appropriate authority and powers. It is very critical and essential to know the reasons of such failures. An open , free, dialogue is also necessary for the fault finding exercise. If everything goes to prove the lack of attitude, aptitude, skills in the members,either they need to be assigned new befitting roles or in the worst case a Farewell to them in the interest of the organisation.

Ver as pessoas como pessoas é fundamental. Vê- las só como fontes de resultado é mei caminho para o desalinhamento. Se um colaborador nao for elogiado, se a sua vida profissional nao tiver um propósito claro, e se nao for acarinhado enquanto ser humano...depressa abandonará a organização. A delegação é só uma parte do crescimento dos membros das equipas.