What do you do if you're struggling to delegate tasks and manage your time effectively?

It would be best to look at all your tasks critically. Is there something you don't need to do at all? We all waste time on things that are not important. Eliminate these activities to give yourself a head start!

Confío en el Eneagrama como herramienta que me da una guía para ver la personalidad de cada persona para así ver qué tareas son mejores para cada personalidad, cuando alguien hace lo que ha venido hacer y tiene que ver con su forma de ser, suele ser fácil que obtenga resultados, lo de la disciplina y esfuerzo, para mi está algo sobrevalorado.

Hay dos criterios que puedes usar para identificar si algo es importante o no: tiene un gran significado personal y tiene un alto impacto en tu trabajo. Lo que tiene significado personal es aquello que más está conectado con tus valores. Lo que tiene impacto en tu trabajo son las tareas que más valor te otorgan. Recuerda que el 80% de los resultados suele provenir del 20% de los esfuerzos (ley de Paretto).

Uma técnica super simples e que ajuda imensamente no momento de delegar é a Matriz de Eisenhower. Temos centenas de tarefas para executa, mas qual dessas tarefas precisam realmente da sua aten??o? Cuidado com o estado constante de estar ocupado. Ocupar-se n?o é ser necessariamente produtivo ou eficiente. No início de qualquer gest?o, inclua primeiramente o que para você é inegociável. Família, Saúde, Desenvolvimento pessoal e momentos de pausa (lazer entra aqui). Qual dessas esferas está sendo prejudicada por conta da sua dificuldade de delegar fun??es e tarefas? Mude o seu ponto de vista e tente pensar que estar constantemente ocupado pode ser um sinal de ineficiência. Enxergue o ato de delegar uma habilidade essencial para sua vida.

Be aware of how you are prioritizing the task. Step back and ask yourself what task will make the biggest difference or impact and start with these.

Choosing the right person for the task is paramount! Usually, the unspoken rule of thumb is: if the person can do it better than you or at least 80% as good as you, is motivated enough and is available to do it, that should be a solid basis for the delegation. Stepping aside, but being available and letting the other person lead the project will empower them to do their best and deliver the ultimate results.

Spending the time to thoroughly understand ypur people here is critical. Only then will you understand their strengths. Once you understand who does what well, the delegation of work will be much more effective.

Surround yourself with individuals who complement your strengths and share your vision. Effective delegation starts with entrusting tasks to the right people, fostering mutual trust, and empowering each team member to excel. This not only lightens your workload but also cultivates a culture of collaboration and achievement.

When you explain the WHY to your team the work becomes more meaningful, and results always much better. Take the time to talk to your team and explain the WHY, when people have a care factor attached to their work, the journey is so much better for everyone.

Feedback e treinamento s?o vitais. Se você tem alguem no seu time que ficará responsável por tarefas importantes pra você, treine e documente o que precisa ser feito. Criar um plano de a??o e documenta??o do jeito certo de fazer as coisas é extreamente valioso e evita qualquer desperdício de tempo. Use Apps como Notion para criar páginas de referência e se uma nova pergunta surgir, treine seu time para incluir mais informa??es nessa wikipedia interna.

Self-reflection is a powerful tool and should be used everyday to improve what we do and how we do it. We are always learning.

Just because you are delegating a task, doesn't mean you have to delegate the ownership. Many people fear delegation because they think that they have to give up the ownership or control of a task, and that's not the case. Especially in the beginning. Here's a recent personal example: My company makes automatic deliveries to a number of clients on a weekly basis. Two months ago, I took over the task and streamlined it. Then I kept doing it, even though it was automated. Recently, I taught a new hire how to do it. She still reports to me. I still do periodic checks. I still get the physical tickets. Eventually that trust will be built and I won't feel the need, but for right now, she does the task, I take the ownership.

I've normally seen people who are perfectionists struggle to delegate. Even when they do, they backseat drive, to the annoyance of everyone involved. If you struggle to delegate, try to understand why. Are you worried others won't do as good of a job as you will? Are you worried that people will feel you are adding less value by taking things off your plate and passing them on to others? Are you worried about things on your to-do list and getting these done gives you a reason to productively procrastinate? Everyone has a different why, but this can help you understand yourself better.

A key potential growth area to look into: self awareness. Reflect on the reasons you struggle with delegation and time management. - What is within your control and outside your control? - Are there any fears at play here? - Visualise what success looks like in this scenario ie. what good delegation and time management looks like for you