You’re a project manager who struggles with delegation. How can you become a better leader?

? Directive Delegation: ? Characteristics: Clear leader instructions, top-down decision-making. ? Application: Quick actions, established processes. ? Consultative Delegation: ? Characteristics: Leader seeks team input before deciding. ? Application: Values team input, final decision by leader. ? Participative Delegation: ? Characteristics: Team actively makes decisions together. ? Application: Encourages creativity, consensus building. ? Empowering Delegation: ? Characteristics: High autonomy for team, trust in abilities. ? Application: Suitable for experienced teams, promotes initiative.

To improve delegation skills as a project manager, start by assessing team strengths, set clear expectations, and communicate effectively. Trust your team members, provide them with the necessary resources, and establish open lines of communication. Regularly check progress, offer support when needed, and encourage feedback. Practicing effective delegation builds trust and empowers your team, making you a more successful leader.

The main aim in the delegation itself. I have to learn how to be the brave enough to delegate to anybody any work I do, and do in reasonably good way, by wordings of my previous colleagues :-)

It is essential to have the right people doing the work that best aligns with their experience and interests. This is a crucial part of the task's success.

Use a model like the Skill/Will matrix to help assess where your team members are. This will give you greater confidence about what to delegate. - Low Skill / Low Will - Direct - Low Skill / High Will - Guide - High Skill / Low Will - Excite / Motivate - High Skill / High Will - Delegate Once you’ve assessed your team, you can make strategic decisions about what to delegate to whom. It will also then give you an opportunity to adapt how you work with each person. High Skill / High Will are light touch, compared to Low Skill / High Will where you will do more alongside of them. Working in this way will soon move people up a level so you’re constantly building capacity across the team.

Um als Führungskraft in der heutigen dynamischen Arbeitswelt erfolgreich zu sein, ist es unerl?sslich, nicht nur effektiv zu delegieren, sondern auch die Resilienz und Flexibilit?t des Teams zu f?rdern. Diese F?higkeiten sind entscheidend für die Bew?ltigung von Unsicherheiten und Herausforderungen, die auf dem Weg liegen.

Use your 1:1 meetings as opportunities for questioning and feedback. 1: Ask your team to bring their work and get them to tell you an area that they want feedback on. 2. Ask your team to bring a piece of work that they would like to do alongside of you, to make the most of your expertise. 3. Get your team to bring a piece of work and explain how it’s progressing making explicit links to the KPIs as well as how the outcome should be presented. You can assess and realign to expectations as needed. During this phase, it’s important to use these meetings to recognise and reinforce the behaviour and work quality that you’re expecting. Make sure you’re watering the flowers and not the weeds.

Delegation is often a tough task for high achievers who become leaders. It's common for high achievers to believe that they must do all of the work to their standard for it to be acceptable. However, as a leader, you can no longer focus on doing all of the work. If you do, you risk not growing your skills or your team's skills and as your workload grows you risk burning out. Effective delegation requires a shift to understanding that as the leader you ensure the work gets done, not that you are the one doing all of the work. To do this effectively, explore what is motivating you. Is it appreciation for a job well done or fear of things falling short? Once you understand the motivation, focus on addressing the root cause.

Overcoming barriers to delegation can be tough for leaders because they are hard to identify. Exploring with a coach what's behind a reluctance to delegate is an effective way to build awareness of what's holding us back from delegating. Once we know the beliefs, misconceptions, opinions or mental saboteurs that are in the way, we can work in coaching on reframing them and moving into the skills growth zone.

Bei den Delegationsbarriere geht es oft darum, dass gewisse Faktoren die Person daran hindert, dem Team das Vertrauen zu schenken, dass sie die Aufgabe gut machen k?nnen. Es ist zentral, die Beweggründe für den Mangel an Delegation herauszufinden. Dies geht, tiefer einzutauchen und den Projektmanager zu fragen, was er denn befürchtet, würde passieren, wenn er die Themen delegieren würde? Oft sind das Verletzungen und ?ngste aus der Kindheit. Weiter ist es jedoch auch wichtig zu fragen wie dann der optimale Zielzustand ist. Um dann in Coachings von der heutigen Situation zu der Zielsituation hinzukommen.

Eine Kultur der Wertsch?tzung und Anerkennung schafft eine Grundlage für Erfolg und Innovation. Indem wir die Leistungen unserer Teammitglieder regelm??ig anerkennen, f?rdern wir ein Umfeld, in dem sich jeder wertgesch?tzt fühlt und motiviert ist, sein Bestes zu geben.

Empower your team by granting them the freedom to take ownership and responsibility. This gives them flexibility and encourages creativity within the boundaries of expectations and deadlines. It creates collaboration, communication, and problem-solving among team members. Be sure to emphasize the importance of seeking help when needed. Also, remember to recognize, appreciate, and reward their efforts and achievements to cultivate a positive and motivated team.