What do you do if you're struggling to trust your team members when delegating IT tasks?

In my experience, building skill foundation is very important. Make sure there are all team member has access to all the tools required to complete the job. Evaluate if there is a skill mismatch between the task expected and what the team member posses. A skill mismatch can be addressed by supporting the team member to build those by technical/ function knowledge sharing, sharing learnings and pitfalls from your past experience on working those task and/or when others were trained. Mix of self and individual led training works. Follow this with shadowing and reverse shadow. This install confidence that the team member would be able to work independently. Evaluate if the team member is ready for picking the task.

Durante minha trajetória profissional, especialmente ao come?ar como júnior, fui consistentemente designado para assumir responsabilidades desafiadoras. Ao enfrentar essas tarefas, consegui crescer e aprimorar minhas habilidades. Atualmente, mantenho essa abordagem ao encarar as tarefas, vendo cada uma como um desafio a ser superado. Acredito firmemente que qualquer pessoa capaz de assumir uma tarefa pode também conquistar o desafio e progredir.

One of the thing's that I have found helpful, is clearly calling out the what and when. The Expectation from the task 1. Priority: What is the priority of the task. If the task has a higher priority, something must be dropped which has a lower priority. Be clear about what can be dropped. 2. Deliverable: What is that is outcome of the task 3. Timeline: When is the task expected to be completed. 4. Budget : If there is any Budget for the task call it out. 5.Support: What is the escalation Metrix and when it needs to be used. Clearly calling out these help avoid any confusion and frustration for all those involved in the task.

Entender os requisitos, estabelecer regras claras e uma abordagem objetiva para o que precisa ser entregue simplifica a comunica??o e facilita a delega??o. Além disso, ao considerar a tarefa atual como parte integral da entrega final do produto, garantimos que a evolu??o do produto seja o foco principal ao delegar ou concluir uma tarefa.

In my opinion, no one in going to take the team member seriously if they see that the team member is not able to take any decision regarding the task . Make sure that whoever the team member is working with is aware that he/she is acting on your behalf. At the same time, team member also needs to be aware that he/she is represents not just him/ her but the team and any actions taken would be reflect not just on their performance but also the credibility and confidence that the stakeholders have on the team. They should be able to execute the task with full authority and are responsible for the end deliverable.

Ao manter o foco no produto ou projeto final, reconhecendo que cada tarefa é crucial para essa entrega, delegar torna-se uma estratégia para alcan?ar esse objetivo, seguindo o princípio de "dividir para conquistar".

In my experience, Time encapsulates work. With no proper monitoring, task would take longer than required. This does not mean that you need to micro mange each and every task or every team member. Monitoring changes from task to task and person to person. Rather than a push from your side to get updates, enable team members to push their updates to you as per required timelines. Also make sure that you are available to support and guide then through the areas where they required support. This install a sense of responsibility and cultivates the confidence between you and team members. They know they can rely upon you and that you would have their back.

O feedback é crucial para a melhoria contínua, identificando pontos a serem aprimorados ao longo do processo. Check-ins também s?o úteis para manter o foco no objetivo. Em minha experiência, pedir ajuda e buscar evolu??o sempre foi incentivado e bem recebido.

In my experience, we talk more about failures and less about the success. There would be failure and we need to take them in stride, learn from them, adapt and perform. Instead of blaming, find the root case and fix the issue so that it does not reiterate. At the same time make sure you celebrate the success. Instead of waiting for the full project/task to get over and then celebrate, make sure you celebrate each milestone of the project/ task. Celebration does not just mean a team outing, a pat on the back, calling out the team member during the team call for good work done can also goes a long way in fostering team spirt. Everyone loves appreciation. As a leader it's our responsibility to find and celebrate those events with our teams.

Do meu ponto de vista, é importante celebrar constantemente a evolu??o. Embora tentemos evitar falhas na entrega do produto como um todo, é essencial reconhecer e celebrar as melhorias contínuas. Com o tempo, essa evolu??o se torna cada vez mais evidente e reconhecida.