Here's how you can delegate authority without micromanaging as an Operations Research expert.

One thing along with Trust, Attitude should also be taken into consideration. Attitude of resource determines how serious in his role and job. Even skilled without proper attitude may create chaos.

In my experience, before you start delegating any task, there are some questions every leader should ask themselves: Is the person capable of doing the job? How motivated will the person be by the task? How important is the task to the teams or company's objectives. Is the timeline reasonable? Once you identify the potential person, then you can move on to defining the task and expressing desirable outcomes, asking for and answering the persons questions, seeking their commitment and offering your support during the task, agreeing on a follow up date and lastly expressing your confidence in the persons abilities. So first step fr me has always been identifying the right person and getting their commitment.

Je pense fortement que faire confiance au collaborateur créé un environnement de travail participatif. La confiance qu'on accorde au collaborateur lui permet de ressortir ce qu'il sait faire et aussi ce qu'il ne s'est pas faire. En lui accordant des taches à faire il faut aussi avoir un droit de regard non pour critiquer mais pour l'aider. Un collaborateur qui s'améliore gagne en estime ce qui constitue un point positif pour le groupe.

Faire confiance , pour ma part en milieu de travail , à son collègue ou bien à un N-1 est la base d’un travail réussi et cela permet même en cas d’échec de ce dernier de mieux apprendre , de faire valoir ses compétences et même celles auxquelles il n’était pas conscient . C’est une vraie inspiration de savoir que quelqu’un nous fait confiance et que nous devons tout donner . Mais comme on le dit la confiance n’exclu pas le contr?le , donc faut être toujours présent pour s’assurer que celui à qui nous faisons confiance est toujours sur la bonne voie .

Tendo em vista a opini?o apresentada é uma abordagem equilibrada e eficaz para a delega??o, ela destaca a importancia da confian?a, da comunica??o clara e da sele??o cuidadosa dos membros da equipe, ao mesmo tempo que promove a autonomia e o empoderamento dos colaboradores, essas práticas s?o fundamentais para o sucesso em qualquer campo, incluindo a Pesquisa Operacional.

Clear objective will start with understanding the mission statement and alignment of processes with that till the outcome. Once the mapping and gapping is analyzed, a thorough monitoring will result in success factors.

le pilotage d'une équipe se base sur la définition d'objectifs clairement exprimés, mesurables, compréhensibles et atteignables.

A defini??o de objetivos claros é essencial para a delega??o eficaz, evitando a necessidade de microgerenciamento. Como especialista em Pesquisa Operacional, a precis?o com que você define parametros para modelos e simula??es deve ser aplicada igualmente ao processo de delega??o de tarefas. Especificar claramente o que constitui sucesso para cada tarefa, incluindo restri??es e prazos, é crucial. Essa clareza permite que os membros da equipe compreendam exatamente o que é esperado e trabalhem de forma independente, sem a necessidade de supervis?o constante. Além disso, proporciona um ponto de referência para que possam medir seu próprio progresso e ajustar suas abordagens conforme necessário.

In my experience, Clear Expectations is a key element for success, thus, setting out objectives transparently and making sure that it is understood by the delegate is the first main step to a success. Encouraging questions (as many as possible) at this stage is a great way to show that you trust the person with their judgement. If the delegate understands what you want and expect - you don’t have to micromanage them.

La boucle de retroaction structurée permet à l'équipe de mesurer la portée des actions menées pour atteindre l'objectif. Elle est importante parce qu'elle permet au responsable d'avoir une vue détaillé sur les stratégies que le collaborateur utilise pour atteindre l'objectif. Avec ces informations on peut encourager le collaborateur si la stratégie est bonne ou apporter des éclaircissements s'il y a manquement.

Being clear in the perspective of feedback sessions, using the words “catch up” and “updates” would allow the delegates feel the confidence that the purpose of such sessions is indeed beneficial for both parties.

A great way to empower decisions is to respond to the queries from the delegate with a friendly ask of what would they like to do or if they have any ideas/suggestions, and then, upon receipt of such ideas - taking time to realise all benefits and potentials from these ideas, and if any correction is necessary then getting back to the delegates stating that their idea is great and you might just add a few additional suggestions. Over time the delegates would learn to be more confident and have good judgement for making decisions

Resource access should be based on roles and mandatory matrixes. A time to time discretionary access may be granted wherever the process or the need requires itm

Key matrices should be linked with indicators which should be based on priorities and success factors. The matrices shall be grouped by business rules, logics and MVPs.

chaque semaine, les collaborateurs présentent leur résultats dans le cadre d'une réunion individuelle avec leur manager. En intégrant toutes les informations au sin d'un CRM (salesforce) nous pouvons évaluer les progres

KPI help both the Leader and the Teams to have a measurable view of success. Setting KPIs together is the number one priority when encouraging delegation