Here's how you can effectively communicate your delegation needs to your team members.

My perspective here is the following one: first, think in the long term. If you think in the short term, you will be focused on what the person can solve ¨for you¨ right now. The most important thing when you want to delegate is to make the person gain ownership: ¨property¨ over the decision, reflect on the impact, the consequences... otherwise you can finish delegating basic tasks, and not responsibilities.

Some leaders who work at the senior level believe they must personally handle the task instead of realizing it is a positive reflection of them to have developed a team of capable professionals.

I've found that being very clear and specific when delegating tasks is effective. It's important to offer detailed instructions and outline the desired outcomes. Encourage team members to share their perspectives on your expectations to ensure understanding, minimize confusion, and clarify what is required.

In 2010, I read Kenneth Blanchard’s book: “The One Minute Manager Meets the Monkey” ???? ??????? ??????? ????? ????? to shift from manager to coach. Managers assign separate tasks, coaches delegate jobs and hold their teams responsible. The difference between task assignment and job delegation is - to quote Mark Twain – “as different as lightning from a lightning bug." Instead on handing out tasks, I started by announcing the plan and specifying goals, delegating defined work to a job owner, empowering her/him to accomplish the job with an acceptable percentage of mistakes, and seek help from the team before coming back to me. I even replaced the process of feedback with process of “Feedforward”, means: Show more results than reports.

Don't make it about your needs. Make it about them. If there is nothing in it for them why should they take on your work. Delegation needs to be reframed as - development needs of the direct reports - long term effectiveness of the team/org - objectives and purpose first, not tasks and outcomes - change in ownership of outcomes rather than transactions - opportunity to expand the roles of the direct reports - acknowledgement of their readiness to do more/ better

Micro-management is one of the traits of a leader, which will loose your team members quickly, who will move on to other prospects. Give them room to grow, support and encourage them along their journey. It is still your responsibility to ensure the task at hand is completed correctly. Delegate but don't abdicate.

Definir expectativas claras é fundamental para uma delega??o eficaz. Isso envolve comunicar as entregas, prazos, marcos e nível de autonomia para os membros da equipe. Definir expectativas antecipadamente evita ambiguidades e ajuda os membros da equipe a priorizar seu trabalho. Isso resulta em uma melhor comunica??o, eficiência e resultados positivos.

Setting clear expectations is crucial for effective delegation. Neuroscience studies show that clarity reduces cognitive load and stress, increasing team performance and motivation. Applying the SCARF neuro-leadership model, a key factor is the C for Certainty. The employee's brain mode is therefore in reward mode and only in this mode humans or employees are capable of cooperation. By defining goals, tasks, deadlines and roles, a calculable environment can be created that promotes concentration and responsibility, thereby encouraging employee acceptance.

Die Kommunikation von Erwartungen ist ein Schlüsselpunkt - viele Missverst?ndnisse und Konflikte entstehen daraus, dass unklar war, was die andere Seite erwartet. Dabei geht es zum einen darum, seine eigenen Erwartungen verst?ndlich zu kommunizieren als auch die Erwartungen von anderen verstehen zu wollen und zu akzeptieren

Crea un espacio seguro para expresar las distintas opiniones. Un lugar en donde puedas mostrar tu vulnerabilidad, y autenticidad. Un espacio donde se aceptes otros puntos de vista , exista empatía y nos comuniquemos con asertividad. Todo ello generará conexión y confianza en el equipo.

One thing I have found to be helpful is to ensure that the team doing the work can tie the work they are doing to the vision with meaning. As a leader it is our role to help them focus on the priorities that are truly important with long term focus as short term actions will tend to drive activity but not meaning.

Show the "Cause". As Simon Sinek says in his book the Infinite Game...."Just Cause". The reason for team to believe and go for it...each day. Share context about the project’s goals and how each delegated task fits into the overall strategy. This helps team members understand the significance of their work and fosters a sense of ownership and motivation.

Tauschen Sie sich mit anderen Führungskr?ften und Experten aus und teilen Sie Ihre Erfahrungen und Herausforderungen. Erfahren Sie aus erster Hand, welche Strategien und Methoden in verschiedenen Branchen erfolgreich angewendet werden.

En ces périodes de quête de sens, il est en effet primordial de fournir un contexte aux projets, aux objectifs, aux consignes. Il devient néanmoins essentiel de distinguer compréhension et arbitrage. Ce n'est parce que les équipes comprennent (et partagent leur opinion le cas échéant) qu'elles peuvent s'octroyer le pouvoir de décision. Les cadres dirigeants sont là pour décider avant tout et manager les équipes plus opérationnelles. En revanche, avec le contexte, les équipes intègrent leur contribution plus facilement au projet commun. Et donc s'intègrent plus au collectif.

There are several ways to facilitate dialogue: Establish an Open Environment: Create a space where everyone feels comfortable expressing their ideas and opinions without fear of criticism or judgment. Maintain Transparent Communication: Ensure information is communicated clearly and accessibly, ensuring everyone has access to relevant information to contribute effectively. Foster Trust and Respect: Cultivate an atmosphere of mutual trust and respect among team members, where everyone feels valued and respected for their contributions. Recognize and Value Contributions: Acknowledge and appreciate individual and collective contributions, encouraging ongoing engagement in dialogue and collaboration.

Have you ever stood in front of your team and said, "Sorry guys, I was wrong"? If not, don't expect them to dialogue openly. Admitting mistakes fosters a culture of trust and transparency, encouraging your team to engage in meaningful dialogue. As Peter Drucker said, 'The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.' While some may fear it undermines authority, vulnerability is a sign of strength that teams universally respect in their leaders. Encourage your team to view challenges as steps in a learning journey. This openness empowers your team to engage in the candid dialogue needed to navigate complex delegated tasks and emerge with the best solutions through collaboration.

Fomentar el diálogo abierto es esencial para una delegación efectiva. Invitar a los miembros del equipo a hacer preguntas y estar dispuesto a proporcionar aclaraciones adicionales fortalece la comunicación y permite identificar posibles problemas temprano. Escuchar sus inquietudes y sugerencias no solo mejora los planes, sino que también construye confianza y demuestra que valoras sus aportes. Una cultura de comunicación abierta hace que el equipo se sienta más cómodo buscando apoyo y orientación, lo que en última instancia mejora el rendimiento y la cohesión del grupo.

La comunicación continua es vital para el éxito en la delegación y es importante entender que es la responsabilidad del líder fomentar esta comunicación en forma intencional. Algunos líderes piensan que basta con decirle al colaborador que están abiertos a las dudas y que pregunten cuando necesitan hacerlo. Algunas personas no van a preguntar aunque tengan dudas por miedo a verse mal. Otras ni siquiera tendrán la consciencia de preguntar pensando que lo hacen bien. Por eso el líder debe abrir y mantener la puerta abierta a la comunicación en forma intencional, nuevamente cuidado de no caer en el micromanagement. Una reunión periódica para informar el progreso y problemas es una buena solución.

Kommunikation ist der Flaschenhals in jeglicher Beziehung! Sie kann Missverst?ndnisse aus dem Weg r?umen, Zugeh?rigkeit und Vertrauen f?rdern. Hierzu ist es unerl?sslich authentisch zu sein. Eigene Fehler, Schw?chen und Emotionen zeigen bzw. eingestehen. Auch die Führungskraft darf und soll um Hilfe bitten! Oft haben Mitarbeiter andere Perspektiven, Ideen, F?higkeiten, welche Ressourcen offenlegen, die bisher noch nicht erkannt wurden. Gelungene Kommunikation beinhaltet in jedem Fall den andern als Mensch, als ein ?Du“ wahrzunehmen & sich w?hrend des Gespr?ches ganz auf ihn einzulassen. Lass ihn aussprechen. H?re genau hin, auch das unausgesprochene (Zwischent?ne, Mimik, Gestik etc) ist wichtig! Lob und Anerkennung deutlich aussprechen!

DELEGATION- the key is understanding, it's not the deletion of responsibility. Instead, effective delegation is- -When there is clarity of role & expectations. -What is in it for the one delegating & receiving work? -What is the context, need, duration & desire to delegate & how will it benefit? -Is it one-sided or a partnership between the leader & the team member? -What are the next steps once team members learn the new skills/scope through delegation? Is it aligned to their career growth or is it a need of the hour? -What is the channel & frequency of communication to resolve queries versus self-work? -Are their periodic review process, & feedback loops? Delegation allows leaders to focus on more critical subjects & teams to pro-learn.

The best job you can do as a leader is to grow new leaders, not new ideas, but foster new leaders to sustain themselves and your business, long after you leave a legacy. Be kind, supportive and don't be afraid to be challenged, which you should view as a gift.

Effective leaders adjust their approach based on the situation. It's important to understand what kind of support the team member needs... Is it an entirely new task, and they need a lot of detailed, step by step guidance to learn it? Or is it a matter of building their confidence in their own judgement by encouraging them to think through the issues and identify the path forward? There is no one-size-fits-all approach to supporting the growth of your people... the best approach is the one most suited to the individual situation.

Sometimes junior new people managers tend to focus primarily on the business goals of their unit. While it's obviously necessary it's important not to forget that it is equally important for the manager to take care of the professional growth of their team members.

Delegate in the right portion and appropriate skills to focus on. Let them know this is not just to do tasks as instructed but to give them chance to shine. Delegation is like feeding a kid, you need to know what kind of meals appropriate for their growth and ability to consumed. Over delegate may choked them to death.

Monitoring progress helps team members to focus on the task. The process that we intend use needs to explained from the beginning, aligned and agreed by both parties. The expectations at every milestone needs to clarified and understood. In case certain milestone cannot be reached, the reporting and feedback mechanism needs to be established as well.

Pour suivre les progrès sans micromanagement, le manager doit s'en tenir aux objectifs et aux grandes lignes pour les atteindre, qui respectent les ressources et certains jalons du projet. La personne qui profite d'une délégation doit pouvoir garder un maximum d'autonomie sur les moyens et les processus pour y arriver, tant qu'ils restent légaux évidemment et dans le cadre de la culture de l'entreprise. Les plans d'actions qui commencent par des petites réussites donnent beaucoup de confiance pour s'attaquer aux plus grandes taches... Et la communication fréquente et transparente est non négociable, pour anticiper les risque et réagir en cas d'imprévus de toute nature.

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Effective task delegation does indeed require a delicate balance of oversight and autonomy. As a leader, it's important to monitor the progress of delegated work without slipping into the trap of micromanagement. Set clear expectations upfront, then trust your team members to own and execute the tasks. Establish regular check-in points to review milestones. Encourage open communication, ask thought-provoking questions, and offer constructive feedback focused on the overall quality and alignment with expectations. Most importantly, celebrate team accomplishments to reinforce their ownership and autonomy. By striking this balance, you empower your team to deliver successful outcomes while fostering a culture of trust and accountability.

Ciclo do PDCA puro. Primeiramente precisamos garantir que os processos estejam alinhados dentro de planejamentos eficientes com margens de acerto alta para depois pensar em controle. Já presenciei inúmeros controles de processos que eram simplesmente absurdos e mal desenhados. Ou seja, monitorar um paciente que está em coma, é muito mais trabalhoso e custoso do que buscar reverter o quadro.

Effective delegation isn't just about assigning tasks, it's about fostering trust within your team. As a leader, when you communicate your delegation needs effectively, you build trust in several ways. Let′s see: 1. Transparency: Clear communication about tasks, expectations, and deadlines demonstrates transparency, and team members appreciate it. 2. Capability Acknowledgment: If you recognize the capabilities of your team, you can match tasks to talents and this recognition built confidence and trust in their abilities to deliver results. 3. Empowerment: When you delegate tasks with clarity and provide context, you empower your team members. Trust flourishes when individuals feel empowered. Remember.. Effective Delegation relies on TRUST!

Tres claves: 1. Delegue lo que pueda delegar en función de la madurez de sus colaboradores. Madurez es querer y poder, de más a menos, podrá delegar en mayor o menor medida. Trabaje la motivación y las competencias de sus colaboradores. 2. Tenga en cuenta su propio nivel de aceptar la incertidumbre, a más delegación mayor incertidumbre luego a menor resistencia a la incertidumbre menos tendencia a la delegación. Trabaje su propia confianza. 2. Las necesidades de seguridad de su/s colaboradores también cuentan. A mayor necesidad de seguridad menor posibilidad de total delegación. Trabaje la seguridad de sus colaboradores con aceptación del error y el desarrollo de sus competencias dando feedback siempre que los resultados sean los esperados

Selecting the right person for a task is crucial for effective delegation and organizational success. When you align a team member's skills and experience with the task requirements, you ensure efficiency and high-quality outcomes. The right person approaches the task with confidence and competence, reducing the need for constant supervision. This alignment not only enhances job satisfaction but also empowers team members to excel and innovate.

3 considerations to dovetail into this discussion: 1) A major consideration of delegation is whether or not the person delegated to has the skill, knowledge, ability, & in many cases, the legal right/authority to complete the delegated task. This is especially poignant in healthcare. 2) As a leader, communicate what YOU are doing to move the project forward. Otherwise, it can appear that you are passing off your work onto others. By speaking to the actions & deliverables for which you are personally responsible, you create a "we're in this together" attitude, each doing their part to contribute. And 3) Creating a team attitude is for nought if recognition & acknowledgement are not predominant in all discussions of progress.

In today's time where teams are the core unit of performance, it is important for the leader to support shared leadership by the way of allowing for the team to take decisions around work distribution through discussion and mutual understanding. The leader's role then is to be the mentor and coach who orchestrates this discussion, is available to support decision making, shares perspectives and helps resolve conflicts. The team's agenda is not just to produce outcomes but also to become better at thinking through solutions and become self-directed in decision making. This enables the leader to free up time for focusing on strategic aspects.