What do you do if your delegation skills are not yielding the desired results?

Delegation the responsibility never brings immediate results. One should be patient enough to analyse the reason and routes of the failure or not expected results. Quality of people on communicating, trusting to each other is the key.

First, take a breath. As the leader, you need to first assess your involvement in the situation - direction given to the team. Do YOU have a clear knowledge, understanding and capacity of the task at hand? Do YOU know EXACTLY who needs to do what, when, where and how in order to meet the needs of your client? Does your team have the capacity to meet the need? Do they need "hand holding"? How will you communicate with your team? When you do communicate with the team, how comfortable are you asking for them to say it back to you to be sure your words were communicated clearly and conveyed so that understanding and consensus is with the team? What questions do the team have? Lastly, ask - "how can I help you be successful?"

When one finger points out to something, four are pointing back at self. Every result is a combination of process and perspective. Either change the process or change the perspective. A leader should own the results and responsibility is taking a stand for it. Breakdowns lead to breakthroughs, hence when trying again, remember you have more experience now than you did before.

It′s mandatory to understand the culture (regional and corporate) and the personality of the team, in the preference person by person. The way you delegate something for a type of personality should be absolutely different for another type. Attention to people and communication, always!

Three step methodology can help to get this work: 1. Review the approach: Ensure clear instructions, set expectations, and ensure understanding. 2. Understand team members: Delegate tasks based on their skills, experience, and workload. 3. Communicate: Provide feedback, empower your team, and offer support as needed.

As a manager leading highly skilled team members, you must communicate effectively when you delegate tasks. I think you should provide clear and specific instructions on the expected outcomes and deliverables of the task. Please explain the rationale and benefits of delegation. You should also agree on the scope of authority and responsibility for you and the delegatee and set up regular and constructive communication channels and frequency. Never be a micro-manager. You should avoid interfering too much or being ambiguous and instead give enough guidance and feedback to empower the delegatee to perform the task autonomously and confidently. Trust the communication, and rest will follow in the place. Try it out!

When you delegate the task to your team and people you trust , properly trained and equipped to handle each specific job or responsibilities, then “communication” becomes the key element to achieving the end goal or final results. “Push-pull” scenarios is an inherent part of every project undertakings, with clear cut communication you can assess and make decisions with high degree of confidence and certainty.

As you go to delegate to a specific person on the team, make sure the environment is as conducive for them to hear, receive and positively act upon the task. CLEARLY define their role in this task, the desired outcome, and the modality that should be used in order to realize success. Ask them what questions they have, what resources they need and above everything else, ask them what you can do to help them realize a win.

Clear 360 Communication is a a Must. Good Bad Ugly all should be communicated openly. Remember, people will Hate You in the Beginning for Bad & Ugly Truths, but eventually they will Love You in the long Run for your Honesty and Clear Communications.

What a load of senseless jabber from people with no long-term experience of managing large groups. Worthless. Block me from this group PLEASE.

Encourage your team and tell them why you believe in them. Remind them of the skill sets - both hard and soft - they have in order to be successful on the task. Let them know you believe in them and that you will be there with them throughout the process to ask questions and bounce ideas off of if necessary. Along the way, check in with them, celebrate small wins, and provide feedback that will help them pivot, if need be so they can turn out the best quality work.

One thing I find most helpful is giving people the freedom and room to fail. Failure shows growth and that growth is an investment. Leaders that only protect and don't allow for failure are also slowing the growth of superstars.

Mentor your employee. Achieve your goals through your team and focus on giving each of them a chunk of your time. Too often line managers want to do the work themselves as it is perceived as better or faster but this will fail your team. Grow the talents and confidence of team members with clear goals, regular progress reviews, balanced feedback and really getting to know who they are. Find out their concerns, worries and some of their personal life so you can get them to open up about areas they need to grow in. Such time invested will reap great benefits as you help them lift themselves up in productivity, improved efficiency and greater effectiveness, so they reach the next level in their career development. Always encourage and praise.

If the delegation has to be successful, not just the responsibility but the authority also must be delegated. For this empowerment should be made clear and the boundaries set as where it starts and where it ends. There shouldn't be any confusion. One shouldn't micromanage and shouldn't jump into the delegated task until asked for help. The goals must be clear, milestones to be set and KPIs to be defined. Follow the SMART goals. Motivate, recognise and reward for each of the milestone success. Give the right feedback if you see any corrections to be done. Praise in public and criticize in private.

I believe the key to successful delegation lies on how you view your proxies... for instance, if I expect them to serve me, I would probably do a poor job at delegating, rather than empowering them with the skills, the time, the resources to do stuff that needs to be done, so I don't have to go deep with them, rather they come up with solutions that enable me to do the stuff that they can't. Say, If they need resources, that is my business to get it to them, then I facilitate things so the empowerment goes both ways. This is specially vital because 1 minute of mine is worth at least 5 to 10 of them

After the project is complete, review the outcome of the project against what the assignment was. Reach out to all those you delegated to and obtain feedback as to their experience with you along the way, from commencement to completion. Ask them what would have made them feel more seen, felt and heard that might have changed the outcome, if a better outcome could have been achieved. Thank them for their feedback and implement next time so the team sees that you are open to feedback and implement it.

There are multiple factors which lead to unsuccessful delegation, such as non-collaboration from other parties, mismatch of skillet, unrealistic timelines, conflicts between different team, members, delays from downstream processes, etc. Hence, reviewing and reflecting back and talking to team members often helps in terms of understanding the key gaps which resulted in such a situation. So as a good practice, one should always have during the project and post ending of the project reviews with the team members to understand what went well and what failed and be able to enhance the implementation delegation cycle on an ongoing basis.

Learning and Continuous improvement should be the way of life. Have a regular retrospective and make it a session of accepting the best practices and learning from failures. Make it a point not to make it personal but about the issue when discussing failures. Promote innovation and new ideas. Take ideas from everyone and ensure that a proper discussion happens on each of the ideas whether accepted or rejected.

Sure all makes sense .. in most businesses I’ve led we always had an adage .. we can be honest in meetings even if we disagree and heaven forbid get frustrated, but when we leave we leave the baggage behind. Be honest and fair .. don’t sugar coat it, don’t understate genius .. but communicate.

De acuerdo con lo mencionado, agregaría el o los objetivos fueron claros, los recursos suficientes algún cambio abrupto fuera de control ej pandemia, terremoto, crisis financiera. No era o eran las personas indicadas para el puesto o la tarea. No hubo suficiente instrucción si era necesaria. No se conocía el terreno.

In my experience, with matrixed organisation and competing priorities, it is important to track tasks that are delegated. Usually, a simple cadence works. It can be setup by delegator or by someone to whom task has been delegated. This helps in clearing any miscommunication on a continuous basis providing clearity, keeps the individual/team engaged and motivated, and provides on-going feedback loop to minimize any last minute challenges - frequency of this cadence can decided based on complexity, criticality and time available to complete the task

Do all of the above and much more. There is a need to review your delegation process. Do you give work with the required authority to do the work? Do you give work to the right individuals with the required skills? Do you delegate and disappear or is it hands off but eyes on? And what are the benefits of the tasks to the individuals involved? Are the tasks in line with their individual goals and visions? Are the tasks motivating and challenging? Are the tasks exciting and empowering? Finally, how do you respond to their inputs and outputs from delegated works? Any feedback? Are your feedback sandwiched to empower rather than deflect? Delegating appropriately is a skill we all need. If you lack the necessary skills, seek skills.

Aceptar! Aceptar que lo perfecto es enemigo de lo bueno. Aceptar que no todo se hará igual como lo haría yo. Aceptar incluso el riesgo que se falle. Creo que aceptar es lo más difícil de delegar, el resto es método (que se aprende), experiencia (que se gana), equipo (que se forma), pero soltar es un crecimiento que es personal y necesario para poder dejar que el resto de pasos fluya.

All of the above are valid points for sure with one remark - true for well established teams. But what if you are the newly appointed CEO with the task to transform and rescue a troubled asset? The asset is falling apart, people are accusing each other and fighting, revenues are going down, best staff is leaving, timelines are pressing you... I guess delegating to the current top management team would not be your first move, right? What I have done several times very successfully was to quickly form a transformation core, cherry picking the top people reporting to my direct reports and work with them day and night by the time I felt that was safe to delegate. Not an easy thing to do for sure, but safe and bulletproof.

Delegation should be seen as a teamsport where you are passing the opportunity for greatness to someone who is in a better position to get the job done than you are. And empowering them to shine and show their greatness and find comfort in it.