What do you do if delegated tasks are not meeting performance expectations?

Since I only delegate tasks to those I know can meet my clear and reasonable expectations (with my support), anything not up to par would be due to me not understanding the scope of the task to begin with. ?? In other words, seek first to understand the task in terms of deliverables; then, consider the effort, tools, materials, cost, resources, and activities required; then, identify and mitigate risks; then, assign the task to the most competent resource. If the right resource is not available, outsource it to someone who is.

In my experience as a team transformation coach, encountering situations where delegated tasks are not meeting performance expectations is not uncommon. More often than not, the root cause lies in miscommunication rather than incompetence or lack of effort. People interpret instructions differently based on their individual perspectives, experiences, and communication styles. To address this issue effectively, I've found that using a tailored approach is essential. There's no one-size-fits-all solution when it comes to communication and task delegation. Instead, it's crucial to customize our communication and leadership style to fit the unique needs and preferences of each team member and situation.

In my opinion, it is imperative to invest into coaching your team before you start delegating any tasks to them. In most cases underperformance in a delegated task can happen for reasons like the lack of skill meaning the training, upskilling was incomplete or lack of intent. Lack of intent would need motivation techniques like showing your team the why , what is the outcome they can personally derive. Once they understand , facilitating open conversations will lead the individual / team to the right outcomes.

What I have seen working well in practice is adopting a coaching mindset. Instead of making judgments or assumptions about the individual's competence or commitment, approaching the situation with curiosity can lead to greater understanding and clarity. One of the first steps I take in these situations is to ask questions for clarification. By doing so, I can gain insights into the individual's understanding of the task, any challenges they may be facing, and the support they need to succeed. This approach shifts the focus from blame to problem-solving and encourages open dialogue.

When delegated tasks fall short of expectations, it's crucial to address the issue promptly but constructively. Begin by clarifying expectations and discussing specific areas needing improvement. Offer support and resources to help you overcome obstacles. Provide actionable feedback, focusing on behaviors and outcomes rather than personal criticism. Collaboratively identify solutions and set measurable goals for improvement. Regularly check in to assess progress and offer further guidance if needed. Encourage open communication and a willingness to learn and adapt. Remember, the goal is not to blame but to support growth and enhance performance for the team's benefit.

There will be different coaching frameworks per company which can guide on how to coach individuals. In fact, most companies offer coaching seminars for leaders. The similarity though relies on how positive can you deliver it to whom you are coaching. At the end of every coaching session the goal is to be attain objectives but at the same time, must be able to leave the coaching room motivated and inspired to achieve certain goals. It is a collaborative effort that requires time, empathy and to some extent patience. Adjusting to individuals is also a key as everyone would have different backgrounds and personalities.

Very well articulated, offering support is not about finding a fault and trying to correct someone, offering support is devising a mutually workable plan, or adjusting the current plan to match their pace. The overall aim should be helping your team/individual succeed, leading them towards a sense of achievement. Stay invested in your team.

If the current delegation strategy is not yielding the desired results, be willing to adjust your approach. This may involve reallocating resources, revising goals or timelines, or reassigning tasks to better align with capabilities and priorities.

Check the manner in which they were delegated. Was the task clear including the quality standards? Was ownership accepted? Was the due date defined ? Did the person accepting the task fully understand what was required, the standard required and the due date?

Answers often lie within questions. Seek the root cause rather than blaming the messenger. Is the task within the user’s control? Are external factors at play, and if so, how are they managed? Define success and measure your influence over these factors. Ensure governance and accountability are clear. Curious about the path to clarity? Let’s unravel...