What do you do if you're struggling to prioritize your workload and delegate tasks?

La priorización y el listado de las actividades que toman menos de 5 minutos pero pueden ser críticas para los procesos deben ser los primeros de tu lista. A veces procrastinamos aquellas actividades por las que pensamos que en algún momento del día las haremos y las postergamos hasta que ya están impactando en el objetivo de proyectos o en otros entornos. Siempre es bueno tener un control de todo lo que tienes que hacer y priorizar lo urgente y lo que puede tomarte solo unos minutos y hacerlo en tu primer momento del día.

If you're struggling to prioritize your workload and delegate tasks, here are some steps you can take: Assess Your Tasks: Start by assessing all the tasks on your plate. Identify which tasks are urgent, important, or can be delegated. Prioritize: Use prioritization techniques such as the Eisenhower Matrix or ABC prioritization to categorize tasks based on their importance and urgency. Focus on tackling high-priority tasks first. Delegate Wisely: Identify tasks that can be delegated to others based on their skillset and workload. Clearly communicate expectations, deadlines, and provide necessary resources or support.

I have seen that many executives believe that if they delegate responsibilities, they are not good leaders. It is just the reverse. If you are delegating, you are developing your people, and that is the sign of a great leader. Here are some tips. #1. From a very analytical approach, decide what is it that only you can and should do. #2. Decide what can be done completely by others without your intervention. #3. Identify those tasks which can be done by others but will need a review from you. If you free your day of things that can be done by others you can devote your time to more important things. Building relations with new clients, for example. If you make yourself indispensable at the current position, you can't be promoted.

Feeling overwhelmed by your workload and trying to figure out where to start? Learning to prioritize and delegate effectively can make a world of difference. Start by assessing the urgency and importance of each task. Use tools like the Eisenhower Matrix to categorize tasks into four quadrants: urgent and important, important but not urgent, urgent but not necessary, and neither urgent nor essential. Identify tasks that can be delegated to others based on their skills and workload. Effective delegation not only lightens your load but also develops the skills and confidence of your team members. Prioritizing tasks and delegating effectively are essential skills for managing workload.

Clarifying your goals and outcomes should be the first thing to do - before assessing your workload. Having clarity on your goals and outcomes will help you assess what to do/delegate/decide/delete. You first need to know where you're going before deciding on which road to take.

Tener en mente siempre tu misión u objetivo y partir de ahí hacia atrás para hacer las tareas de forma dividida, por ejemplo: Si necesitas obtener 500 seguidores al final de la semana, realmente necesitas hacer 100 diarios. El dejar la totalidad de la tarea hasta el final solo creará estrés y que sea muy difícil alcanzar el objetivo.

When you're struggling to prioritize your workload and delegate tasks, it's important to take a step back and reassess your approach. a) Clarify your objectives: Understand what you are trying to achieve. What are your main goals? This clarity will help you determine which tasks are most aligned with your objectives. b) Assess task importance and urgency: Use tools like the Eisenhower Matrix to categorize tasks by their level of urgency and importance. This will help you focus on what needs your immediate attention and what can be scheduled for later.

If it is not directly attached to a KPI or job priority it can be delegated. Make sure when delegating to be respectful of others workloads and current bandwidth. When delegating make sure to provide clear direction, deliverable, goals and time line expectations needed. Allow for enough padding to review the delegated work and make any needed changes or adjustments before deadline. Also when delegating leverage strengths of your teammates and distribute tasks accordingly.

?Quién es bueno para qué? Conocer a tu equipo y saber para que son buenos te creará proyectos de alto valor con los profesionales a cargo de lo que mejor saben hacer, enfocados a la perfección y la innovación del logro del objetivo.

Consider a team member’s readiness for a task before you delegate it. I hear often from executives and leaders that they delegated only to end up having to oversee the work, much to their displeasure. Know that if an employee has low readiness that they will need hand holding and mentorship to fulfill the task at the caliber you desire. Also consider the importance of the task to the organization before you delegate it. A highly important task should be delegate to an employee with high readiness. Thinking of these two criteria can improve outcomes and decrease redundancy for the delegating leader.

a) Evaluate your team's strengths: Understand the capabilities and development needs of your team members. This will allow you to delegate tasks to the right people, ensuring that they are both capable and motivated to take on the responsibilities. b) Set clear expectations: When delegating, be clear about the outcomes you expect, the timeline, and the level of authority the team member has in making decisions related to the task. c) Trust but verify: Delegate with trust, but also put in place a system of follow-up and accountability to ensure tasks are on track without micromanaging.

Permite a tu equipo saber cuáles son sus tareas, aclara tus expectativas del proyecto y plantea seguimiento con entregables previos al entregable final. Permite a tus colaboradores trabajar libremente sobre el logro de sus objetivos siempre creando conciencia de la importancia de sus entregables y permitiéndoles impregnar su sello en el proyecto.

To manage workload and delegate tasks effectively, employing the Eisenhower matrix is key. This tool helps categorize tasks into urgent and important (to do first), important but not urgent (to schedule), urgent but not important (to delegate), and neither (to eliminate). By prioritizing tasks this way, one can focus on what truly matters, reducing stress and enhancing productivity. Delegating tasks based on team members’ strengths not only optimizes overall performance but also empowers individuals, leading to a more efficient and cohesive team dynamic. Thus, the Eisenhower matrix is essential for streamlined task management and achieving peak performance.

It’s a VUCA World we live and work in. Taking up Responsibilities and executing them with desired results are the key to growth. And in this journey of Growth, it’s an everyday decision making dilemma which every professional and Business leader faces: What to prioritise ? Who does what? Let’s your purpose and Goals be the deciding criteria Align your priorities to goals - this will ensure you grow everyday and not get stuck in a daily whirlwind Empower and delegate - this will ensure you take right support from right people, at the same time people feel valued and they grow, and as your people grow, you grow!

Sometimes it's best to share with others (those without conflict of interest) your workload and ask them what they would do and how they would delegate it. This is why leadership coaching becomes incredibly valuable because you have a sounding board who is an expert there with you every step of the way. GCG is a good place to start!

Strategise your operations. Take stock of everything you and your team currently do. Assess what directly contributes to your currently business strategies and what do not. Find the person with the authority to approve the cessation of every process that does not support the current business strategies. Make the case to help him or her understand why these processes should be stopped. Many organisations have legacy processes that do not contribute to any value add, wasting the time and effort of the staff and dragging down morale by making staff do unproductive work. Stopping these processes will cut costs, contribute to employee engagement, improve worklife balance, and free up time for team members to focus on the true priorities.