Here's how you can delegate responsibilities without micromanaging with the help of executive coaches.

1. Clarify Expectations: Clearly define tasks, goals, and expected outcomes. This ensures everyone knows what success looks like. 2. Empower Your Team: Trust your team members with the autonomy to make decisions and solve problems. This fosters ownership and accountability. 3. Provide Support: Offer guidance and resources as needed. Be available for questions but avoid hovering. 4. Communicate Regularly: Schedule check-ins to monitor progress and address any issues. Focus on outcomes rather than the process. 5. Encourage Development: Use delegation as an opportunity for team members to grow their skills and confidence.

I am always conflicted focusing on team member strengths. This very rarely builds trust. I expect you as my boss to know my strengths. To trust you with my weaknesses is a true sign of trust. The best way to build trust quickly is to put some of those weaknesses on the table, to let them know that you know and it is OK. Allow the team to see your weaknesses so they know where the risk is. My team knows that detail is not my strength. I am amassed how the team covers and takes on the responsibility for the detail. They own it and I don’t have to instruct it. Why this happens is that I switched from communicating expectations to communicating aspirations. The team develops the expectations not the leader. That’s how you Build trust.

As per the five dysfunctions of a team, trust is at the bottom of the pyramid. It is a two-way street. For effective delegation, the leader/manager should be able to trust the team's strengths & leverage them accordingly. Once you understand the team's strengths, communicate the expectations clearly along with KPIs.

If you are an executive reading this, my advice is stop assigning tasks and start asking questions. Even if you are setting deadlines set them only as aspirations. The system will work out how to deliver it. Clarity of communication is important but what is more important is the intent of the communication sometime unclear is better. Addressing the staff, saying I don’t have a way forward can be just as effective as saying I have a 10 point plan to change the world, being emotional is sometimes better. We are emotional when we talk about our authenticity as a leader. I have worked for great CEO’s that only ever ask questions and mobilised the whole organisation into action.

Delegation is an opportunity to build strong working relationships with your team. This gives you a chance to ask questions, confirm understanding of the assignment and establish timelines and objectives. Objectives need to be clear and paint a picture of what a good job looks like. This step should be used to make sure the objectives are achievable within the expected timeframe. Questions can include things like, do you see any issues with meeting the goal? What obstacles do you think you’ll encounter? Do you have the resources you need? Be open to hearing any concerns or issues raised. These need to be resolved, not overcome. Honest discussions while delegating lead to greater success and strong working relationships.

Just so that you don't slip into controlling & micro-managing, it's important to set up a feedback channel. The feedback needs to be constructive in nature and needs to be given in a way that makes your team member feel psychologically safe. The intent needs to be clear.

Tem alguns pilares que s?o inegociáveis quando falamos de metas. Come?ar com a defini??o estruturada da meta, definir o ponto final de chegada e os passos. Mas isso tudo pode estar feito, se n?o existir o acompanhamento e a presta??o de contas, pode ser que você chegue no final da caminhada e descubra que algo deu errado no meio e a meta n?o foi entregue. Com isso para evitar essas surpresas indesejadas, é necessário que tenham check points para verifica??o se todos est?o indo na mesma dire??o.