How can you provide feedback and support when delegating tasks in operational planning?

The ability to communicate an idea to your team clearly is certainly key. In a world where we are trying to find new solutions to old problems, I feel we still land up in the trap of reverting to jargon and over complicating what ultimately should be an idea that everyone in our teams can contribute towards. This allows them to take ownership, feel a part of a greater team and achieve their desired outcomes, confident from the outset that everyone is aligned and working towards a common understood objective.

- Ensure that employees are motivated and empowered, provide all tools (non only physical also software and smart apps for data-drive) that they need for their task and decisions. - Establish regular walkthroughs and clarify all KPIs. The integrated teams must be the best option to performance activities. - Provide constructive feedback that is specific, timely, balanced and actionable. This will help to reinforce the strengths, identify the gaps, and suggest the areas for improvement of the employees. - Recognizing achievements is a formidable way to build trust. - The feedback should also be aligned with the organizational goals and values, and delivered in a respectful and supportive manner.

The most important aspect of delegation is trust. It is also the most difficult. Communicate clear guidance and objectives to your subordinates but have the courage to let them determine the best way to accomplish their assigned tasks. Micromanagement kills innovation and morale.

Communicate the scope to each individual but also tie it back to the overall objective. Several times the outcome from workstreams is not appropriate and tight because they do not fully understand the final objective and how their respective part fits into the scheme of things. This not only improves the quality of output but also helps develop work-stream leads to understand complexities arising from big-picture story

I never forget the fundamental rule of delegation. I can delegate a task but I cannot delegate my responsibility. If any thing goes wrong I do not pass the blame on my subordinates.

This is another important aspect when delegating task, resources and road map make things much more comfortable and doable. You can also set key deliverables on each step and how you will support during the process.

It is important to consider work balance, empowerment, time management, information as part of the resources provided. Otherwi se we are not really helping us by delegating

When delegating a task I often will often provide staff with samples that I created, make sure they have access and are aware of any other tools or resources that I typically use, and will give them the names of other staff who can help them with accomplish the task. I will also speak to the other staff to let them know that I provided their name as a resource and inform them of the task to help facilitate communication. I will often follow up with the reference resources to help gage the effectiveness and comfort the delegate has with performing the task.

Todos os aspectos acima s?o importantíssimos para que retrabalho seja evitado e para que se consiga agregar valor ao longo do processo e n?o apenas ao final (gest?o ágil). Além disso é preciso que as fontes e recursos disponibilizados estejam alinhados à curva de performance ou aprendizado do responsável pela a??o. A linguagem e nível de detalhes deve ser clara a fim de que menos tempo seja empregado no acompanhamento e a fim de desenvolver ou permitir mais autonomia ao executor. Contatos e benchmarkings também podem ser estimulados.

Being available to answer your teams questions is critical in guiding them to finish the task successfully. As part of the delegation, the intent is for the team members working on the task to finish it successfully while you and others are working on parallel tasks.

To provide effective feedback and support when delegating tasks in operational planning: Clear Communication: Precisely define goals and expectations. Resource Provision: Ensure the availability of necessary resources and support. Constructive Feedback: Offer regular and positive comments. Encouraging Autonomy: Allow independence in decision-making. Progress Review: Hold regular meetings to assess progress. Motivation and Appreciation: Recognize efforts and motivate the team. Flexibility and Adaptation: Adapt to changes and adjust plans as needed. These steps help in improving performance and enhancing effectiveness in task execution.

To build upon the idea of monitoring and adjusting, it's essential to highlight the ongoing nature of this process. Regular check-ins and the use of various monitoring tools should be seen as part of a supportive framework, not just oversight. Being approachable and responsive in addressing questions or challenges, and offering timely and constructive feedback, becomes crucial. Flexibility in adjusting the task’s parameters as needed reinforces the dynamic nature of operational planning.

Monitoring a delegated task does not mean micromanaging that task. If you as the manager have aligned the tasks to the proper team members, regular check ins, and reports, along with the knowledge that you are there for them should help head off any issues. Also, one critical item of note, make sure the team understands, cross-communication is not only necessary, but required for the overall team success.

Conceptually we can delegate when things within our accountability and giving feedback is vital to ensure team are progressing to desired goal. In my experience we should be able to sense the purpose of every action from big picture and understand how the action sits within the business demand so the output will become key to team effectiveness and meaningful effort.

Recognize team achievements with public praise and private guidance. Allow room for error correction, understanding personal challenges. Each member fights unseen battles; acknowledging their efforts helps them succeed in life. Create a culture where recognition fosters growth and motivation.

Over the years I have learned and accepted every member of the team has different experiences and backgrounds. Each one of them have a different and sometimes very unique perspective. By placing members with different perspectives together and encouraging them to listen to each other and provide feedback it usually develops a few different courses of action while ensuring each team member feels involved.

As an ops manager in freight forwarding, recognizing and rewarding team members upon task completion is vital. This not only shows appreciation for their hard work but also boosts morale and encourages professional growth. It's equally important for managers to understand the work from the perspective of those performing it daily. Creating performance indicators allows team members to visualize their progress, akin to watching their 'racetrack' take shape. This approach not only fosters a positive work environment but also enhances the effectiveness of the delegation process, reinforcing the importance of feedback and continuous improvement in logistics operations.

The reward mustn't be given with prejudice, it mustn't be based on 'He wasn’t given reward on that project so in this project he should get' kind of mentality. It hinders the team members workflow.

Give the positive feedback and recognize the effort of the Team members improves Result, performance and relationships in the Team and the Company

La délégation est l’un des actes managériaux les plus complexes car il met en mouvement 7 notions et/ou compétences managériales : 1) La question de la confiance. 2) La capacité à détecter les talents. 3) La recherche de l’amélioration continue: 4) Le management par la reconnaissance. 5) La question du sens. 6) L’identification des sources de motivation. 7) La capacité à motiver par la bonne pratique du débriefing et du feed back.

The core of project management success lies in team achievements, not just individual feats. Project managers should lead by example, setting the vision and strategy, yet granting the team autonomy to execute tasks. Recognizing their own imperfections, managers rely on the team’s insights and skills to stay aligned with strategic objectives. This symbiotic relationship fosters a collaborative, effective, and successful project environment.

Team members can sometimes surprise you by going above and beyond the assigned task, making the turned in assignment even better than required. I tell my team to always treat any assignment as if I'm the final client, and their work product is something that they should be proud of. This mindset gets them to think beyond the assignment.

Perhaps to consider that not all people think alike and where one person have the physical power, another have emotional power to influence others to do what they might think as cannot be done (emotional support, confidence build and self recognition) aligned with a valued rewarding system ( valued by the team member not by company ) for successful achievements

All is great as a process or systems of processes. All become useful when shaped by experience. Even for the smallest of tasks a shared vision of how it is to end as its contribution and timing in relation to the whole is critical. Part of the process is to perceive what actual conditions must be achieved in order to be brought together to ensure the viability of the result you are seeking. That should uncover any additional steps and resources needed. As in all endeavors the people are the means to the end and how they see their role and accept responsibilities are skilled and competent and show up are determinant.