How do you develop skills and build confidence in those who you delegate tasks to?

En mi opinión, basar las decisiones sobre qué delegar o qué no delegar en qué es más importante o menos, o en qué es más urgente o menos, es un gran error. Extraer el mayor beneficio del ejercicio de delegar pasa por conocer bien las fortalezas y debilidades de las personas sobre las que delegar (de modo que sea posible optar por aquella más preparada, técnica y emocionalmente, para obtener el mejor resultado con el menor esfuerzo) y, por supuesto, conocer en profundidad la naturaleza de lo que se delega (para poder determinar quien es la persona más adecuada). A partir de esos datos resulta sencillo decidir quién es la persona más adecuada para llevarlo a cabo, independientemente de la urgencia o importancia.

Whatever we choose, it has to have the individual engagement and skills available, in mind. If someone is very keen to develop themselves they will be happy to stretch the current status to learn something different. On the other hand, by giving something or routinely, may make some people feeling 'unimportant', while others they will be just happy to help, whatever they are giving to deal with. Bottom line is to start from the individual, then any framework would and will work.

Developing skills and building confidence in those to whom you delegate tasks requires a supportive and empowering approach. Here's how to foster skill development and confidence: Clear Expectations: Provide a clear understanding of the task objectives, expected outcomes, and quality standards. Clarify any doubts and encourage questions. Training and Resources: Offer necessary training, resources, and access to information or tools required to accomplish the task successfully. This might include workshops, manuals, or access to online courses. Progressive Delegation: Start with smaller or less critical tasks to build confidence gradually. As they demonstrate proficiency, gradually assign more significant responsibilities.

When it comes to your regular weekly or daily tasks, there are some things that can be delegated. For instance, you can delegate administrative work, such as research on certain projects. You can use AI or outsource a virtual assistant. In your personal life, you can delegate your groceries using grocery delivery services. Doing some of these things can help maximize your time and reduce stress by bringing in well-grounded productivity.

I totally agree and I also feel that keeping an eye on the 'after sale' is equally important. People may start super excited at the prospect, but soon after, they may lose focus as things change or get settled. A good manager, keep reviewing performance and support his/her team's morale at keep going!

In my experience, SMART goals are key if they are not forced in the definitions. A degree of flexibility needs to be applied. For example, deadlines need to be reviewed to reflect the effort employed. Stay rigid to the SMART goal, may get the opposite effect. People feels the pressure of sticking to the goal, but lose interest and tend to deliver poor performance. So a good manager is the one that remind the team of the end goals, but is also receptive to the signals of no focus, boredom, lack of engagement, etc. The framework is used by humans, so any change needs to start from the indvidual.

Using the right tools (5 whys, brainstorming, ideas generations, fishbone analysis, etc) can help putting the right team together and delegation becomes an organic framework where teams use their initiatives into creating useful frameworks they can go back to anytime and use as a reference, during the assigned project. When people learn, they feel empowered and their performance exceeds expectations.

Developing skills and building confidence in those who you delegate tasks to requires frequent and specific feedback. Making sure that you utilize the feedback loop with those you delegate tasks to will not only boost their confidence but help them improve their skillset much faster. When you provide feedback make sure that it isn't always negative and stick with the 2kisses and a wish rule. The two kisses are compliments or things you notice they do well. The wish, is what you would like for them to improve on. Then you set a target time that you will revisit to see what progress has been made. Rinse and repeat as you continue to delegate and mentor and soon enough you will have a leader on your hands.

When someone does a job well it is so important to recognize and reward that. If at all possible, make sure this is done publicly so that others can join in on congratulating them on a job well done. One contributing factor to workplace burnout is feeling under appreciated for the work that is done. When someone receives recognition and is rewarded for their work, they feel appreciated and this in turn will cause them to work harder for you. I have seen my employees gush over a small certificate that cost me pennies and it has not only made their day but carried on to those around them. Always make someone feel appreciated even if it is simply for opening the door for you.

En la actualidad existen modelos actualizados y más válidos que la Matriz de Eisenhower, que tienen en cuenta la rápida volatilidad del entorno y los últimos descubrimientos en materia de ciencia cognitiva. La información cambia (o se amplía) muy rápidamente, y los estímulos que recibimos son desproporcionadamente numerosos. Dado esto, la Matriz de Eisenhower es una herramienta ya poco válida hoy en día para manejar tanta información que cambia tan rápidamente. Una alternativa mejor adaptada a estas circunstancias se encuentra en la metodología GTD, capaz de manejar de forma optimizada mucha más información y que traslada al momento actual (con toda la información disponible) y no antes la elección sobre qué hacer en cada momento.