Here's how you can juggle your workload while managing a team.

My go-to method for prioritising tasks is to make to-do lists. When they are down on paper, they are easy to prioritise correctly

Urgent and Important (Do First): These tasks require immediate attention. They have clear consequences if not completed promptly. Examples include critical deadlines, emergencies, and pressing issues. Not Urgent but Important (Schedule): These tasks are important but not time-sensitive. Allocate time to work on them, as they contribute to long-term goals. Urgent but Not Important (Delegate): These tasks are urgent but can be delegated to others. Identify team members or colleagues who can handle them efficiently. Examples include routine administrative tasks Neither Urgent nor Important (Delete): These tasks are unnecessary meetings, low-priority emails, or time-wasting activities.

I always start my juggling work day by creating a to-do list, breaking tasks into smaller chunks and ticking ? the priority one with a deadline, as instructed by my supervisor.

Important to pen down a TO DO LIST and monitor the same on an ongoing basis. Discuss and communicate with the TEAM and hold accountability when distributing tasks. Take 5 tasks at a time so that you can prioritize and complete them . Give important tasks 100% attention

Your team’s needs are your first concern! If they don’t feel supported - just think you will need to pick up that workload. Then it’s about business priority and customer/client interests …there is always a picking order.

Delegation is not just about offloading work; it's about assigning the right tasks to the right people. Take stock of your team's strengths and match tasks to their skill sets. This not only ensures tasks are completed effectively but also helps team members grow and feel valued. Remember, delegating also means trusting your team to handle responsibilities without micromanaging, which frees you up to focus on strategic planning and other high-level tasks.

The relationship between trust & delegation is key. The more we trust the more we delegate… There is a concept in the workplace known as “ swift trust” which means temporary trust we give to people / often when we have new people join a team or a new manager come in.., we have to extend some level of trust in order to work together- once the relationship is established the swift trust then becomes more permanent trust and delegation is easier

Delegating wisely is key to managing your workload and empowering your team. By assigning tasks based on team members strengths and providing clear instructions, you ensure tasks are completed efficiently while fostering a sense of ownership and development within the team. This approach not only helps you focus on high-priority tasks but also promotes a collaborative and productive work environment.

Wise delegation involves assigning tasks to others in a way that maximizes efficiency and productivity while fostering growth and development within the team.

Jack Welch once said—or at least this phrase is attributed to him—that the more you delegate, the more time you will have to play golf. A very wise idea!

Remember - "When you understand the game, you no longer tend to panic." Thus, clear and concise communication is the catalyst for reducing friction when working with diverse talent, spread across organizational layers or silos that MUST come together to reduce friction leading to delays, dependencies and reworks. You will be happy to know that 'over communication' is just a term and NOT a real problem creator in majority of professional as well as personal setups. However, the opposite is an absolute chocker of productivity and trust. So, low or no communication is the proverbial 'vampire' on the neck of leaders. It will suck balance and control, and this WILL happen even if you're a top-notch Subject Matter Expert.

Communication is Key. Clear and direct communication, preferably on paper and in person with all required details is a game changer. Before communicating, always visualise the outcome of your instructions/task at hand. This will negate constant back tracking of your ideas and giving conflicting instructions. No employee likes to be given opposing instructions by the same person. So, always think and think of the future before you communicate clearly. If required, before you communicate, hear other stakeholders feedback about the same and then make your statement. Be confident and clear about all communication that you make.

Clear communication is essential in managing both your workload and your team. Establish regular check-ins and create an open environment where team members feel comfortable discussing challenges. Use these opportunities to align on goals, provide feedback, and address any issues promptly. Effective communication ensures that everyone is working towards the same objectives, reducing misunderstandings and inefficiencies.

2 up 1 down rule. Everyone in the organization needs to communicate with this in mind. Your message needs to be tailored to your boss and your boss’s boss. Decision grade information people (not the time to brain storm)! 1 down, means your deputy, “go to,” “fire and forget” subordinate needs to know what is going on in the event you get hit by a bus and take the forever nap. EVERY meeting requires an agenda, purpose and a desired outcome. Review action items, their owners, and estimated completion dates. If there is no deadline it’s not real and won’t get done. Don’t micromanage, empower your team. Your team should come to you for one of two reasons. 1) To brag how awesome they are at solving problems. 2) When they need your help.

You may (feel) do a particular task better than your team but that does nor mean you have to do it yourself everytime. Let your team do it, guide them... it may not be as perfect as you want it to be but the world won't fall apart because of that. Rather, you tend to lose a lot more in the long run by not trusting your team with their abilities.

Often managers fall in the trap of becoming so functional and in the detail of everything their team do. This takes them away from completing their tasks and not allowing their teams to think,solve and do. This can be disempowering to a team especially one which has the functional competence to operate. Empowering your team doesnt mean you walk away. As a leader you are their to support, clarify, and walk alongside them. Stay close to them, let them know you are there to help but at some point you need to trust to your team and trust their ability to do the job. To those members that are not as competent yet, coach, show them how and let them try!

Empowerment differs based on the team and the people that make it up. For some it is allowing them to take a risk, and learn the lessons of success or failure For others it is the coaching and mentoring in a more hands on manner. That’s the key - a team is made up of people - and each needs to be seen and met where they are. And each can then add to the collective.

Autonomy and empowerment form the backbone of most motivation theory. It is essential to empower people to think for themselves, make decisions, be creative and much more… equally we have to show that we have their backs too if a wrong decision has been made made!

Even if you are the Big Boss like founder, CEO or a major shareholder, start with a simple change: stop referring to your employees as just "employees." They are your co-workers. You are building a new world together, and this can only be achieved through trust, openness, and mutual encouragement.

I love the “ stop, start, continue” reflection tool. Looking back at the month and looking ahead at the next month - what do I need to stop doing, what do I need to start doing and what do I want to continue doing which is serving both me and my team

All the answers we see around us exist because someone asked the question! Thus, being skeptical and curious is a virtue [I didn't say over-do or obsess over it ;-)], as it makes us ask questions and in-turn seek answers. For a leader, what could be a meaningful question? Well, I don't think there can be a 'generic' response or formula to this [even Generative AI will have a hard time to know ;-)]. However, let me stick my neck out and mention one top question that I ask myself - "What will drive my effectiveness as a leader among my colleagues?" I'm interested to know & reflect upon what you ask yourself. Please, share the same by commenting on this article.

If you manage a team then your workload is your teams. Don’t think of it like you are tasked with a bunch of different things and you need to 100% figure it all out. Hire the right people on your team and come at it with all hands and minds. You are the captain on the court not the coach

It is essential to understand that delegation does not mean you are hands off or you are exempted from being part of the task! I’ve found it so encouraging that as a leader you in actual sense lead by example, show your team how it’s done and how effectively and efficiently it can be done: that’s inspiring. Get your hands dirty and evaluate performance spiraling to its peak!!