You have to delegate to someone less senior than you. How do you make sure they deliver?

The most important thing is to build a strong relationship with all the teammates, once the same is developed, the delegation at any level becomes easy.

Delegating sounds easy—and others who can do it well make it look easy—but passing the baton effectively requires a lot of trust, communication, and coordination. Still, if you learn how to delegate—and you do it well—everyone on your team wins As a leader, delegating is important because you can’t—and shouldn’t—do everything yourself. Delegating empowers your team, builds trust, and assists with professional development. And for leaders, it helps you learn how to identify who is best suited to tackle tasks or projects. While the benefits of delegating are obvious and plentiful, many managers still fail to delegate effectively. The reality is that there are several myths and misconceptions about delegating.

I feel it’s crucial to identify the strengths in the team for variety of tasks. Successful delegations happens when the task is aligned with a person who is keen to pickup and has bandwidth. Smart Allocation idea will be helpful accompanied by clear instructions on output expectations and timelines, don’t forget to keep a periodic check on the progress.

De fato a delega??o n?o é um exercício simples. E tbm entendo que boa parte n?o está relacionado com o nível sênior do profissional e sim para aquela tarefa em si. Muitas vezes erramos entendendo que o profissional sênior é capaz de tudo, que na verdade deveríamos olhar para competências sênior do profissional e aí sim delegar com base nesse entendimento. Em minha trajetória me deparei com grandes profissionais tecnicamente muito bons, porém com baixa competências em gest?o de pessoas. Daí vc delegar um profissional desse para lideran?a, haverá grande chances de fracasso e frustra??o. Portanto, tenha clareza sua matriz de competências por profissional e ao final tenha um plano de desenvolvimento relacionado aos seus pontos de oportunidade.

For delegation most important factor is Trust.. So, rightly identify the person whom you trust..Clearly, convey them what is expected out of this work...Ask them to provide constant status to you.. Ask them to approach you if they have any doubts.. Inform the required stakeholder identified person would have the full authority in the particular topic you have assigned and each one should cooperate to them as well similar to how they cooperate with you...Seek feedback and guide them...

Believe in them , Guide them . Ensure your availability incase any suggestion or help is needed. Make sure they have require knowledge , tools and authority

We deskill the job in to small pieces and communicate all in isolation and train. Once the small piece of work is done , we connect all dots and show the big picture for them to do the creative work under careful guidance

Clear communication is the key to get the delegated task done by anyone no matter the person is senior or junior. If I am unable to convey the exact requirements to complete the task, there will be a definite chance of not getting the qualitative outcome and the task has to be re-initiated which will be time consuming and breaching the set timelines.

Delegation is important in many way 1. Helps with the leaders bandwidth 2. Builds the next generation of leaders in the team 3. Provides growth and learning opportunities 4. Builds trust within the team However it is not easy to delegate: Communication I'd the single largest factor where delegation fails. Communicating clearly the task is not just about the tactical job but it's important to communicate the vision and goal. This results in the delegate understanding the required outcome and empowers them to innovate and improvise on the way to achieve that outcome and navigate blockers. Of course governance and intermittent check points are key processes here to make sure the delegate had support and is tracking in the right direction.

Reflecting on a delegation experience while hosting World IoT day at my city, we as team had to get the work done within strict timelines. And hence the communication amongst the each member of the team was crucial as it involved dignitaries from multiple industries. It started with outlining specific requirements and objectives and ensuring each one of knew what was expected under the budget constraints and desired outcome for the success of the event. Having an open communication, encouraging questions and regular check-ins helped get things done much faster without hassles. What helped the team take ownership and complete tasks with confidence was expressing appreciation and reinforcing the trust I had in them.

Robust processes built around tasks provide guardrails. Most important thing is providing continuous and objective feedback, not waiting till the end but as and when you observe things. Also feedback has to be balanced it's just not for calling out what went wrong but to reinforce what is being done well.

I've always found it helpful when someone provides a constructive feedback. And I follow the suit further. However, as managers, individuals should avoid getting too involved with the delegated task and micro-managing them. One thing that has helped me avoiding this pitfall is asking open ended questions. Questions that are positive or make their work feel important or spark curiosity to find a simpler or better way to achieve the task at hand. Avoid questions that point out mistakes in a negative way. Another important thing during outlining the scope and outcome at the beginning is setting a cadence for regular catchups with a template to follow. This helps the individuals to be prepared and structured during the check-ins.

Esteja sempre pronto e disponível para suportar o processo, oferecendo o feedback constante na evolu??o das tarefas. Esteja por perto para reconhecer as conquistas. Esteja aberto também para participar do processo de braimstorming, oferecendo suas percep??es, sem julgar ou manifestar qualquer discordancia, lembrando que os erros fazem parte desse processo de aprendizado.

When i delegate to someone less senior, it's crucial to offer ample support and constructive feedback. Provide clear instructions, outlining objectives and expectations. Offer ongoing guidance and be readily available to address any questions or concerns. Regularly check in to monitor progress and offer assistance if needed. Encourage open communication and welcome feedback to ensure alignment and address any challenges promptly. Recognize their efforts and provide positive reinforcement to motivate them towards successful delivery.

A challenge for many managers is recognizing that there are, in fact, many good ways to skin a cat. You will see your subordinate come at a task or responsibility differently from you - resist the urge to "course correct" them to do things as you would - different people work in different ways, and this is a recipe for failure over the long run. Instead, try and objectively assess if their approach will yield good results, and provide them feedback to tweak their own style / approach.

With delegated work goes delegated authority/autonomy and accountability. Make sure that you remain responsible for the whole set of work delegated but end of the day the accountability remains with the delegated employee. Delegation also demands a quick check of the skill set of employee whom work will flow to make sure the success of the task ultimately.

Delegation starts with clear communication and well-defined expectations. When you delegate, it's essential to grant both authority and responsibility. Empowering your delegate with the authority to enforce and see tasks through is fundamental for success. Regular check-ins are vital to keeping things on track. Ensure you set clear expectations for success criteria and discuss appropriate timelines during the delegation process. This ensures that the tasks you entrust to someone less senior get completed proficiently and within the designated timeframe. By delegating authority and accountability with precision, you pave the way for successful outcomes and foster a sense of responsibility within your team.

Uma vez que você identificou a pessoa certa, comunicou de forma clara o projeto e as tarefas, assim como demonstrou sua disponibilidade e abertura para suportar o processo como um todo, dê autonomia de a??o e decis?o para o delegado, assim como a responsabilidade na tomada de decis?o, assumindo a responsabilidade por essas decis?es. Esteja aberto a discutir solu??es de forma provocativa para que possam refletir e tomar decis?es de forma aut?noma, obtendo de você apenas informa??es e dicas, mas sem interferir na decis?o, em si.

Delegating authority and accountability to someone less senior involves trust and empowerment. Clearly define the task, its importance, and expected outcomes. Empower them with decision-making authority within defined parameters. Provide necessary resources and support, but hold them accountable for results. Offer guidance and mentorship, fostering growth and confidence. Regular check-ins ensure alignment and offer assistance if needed. Recognize their contributions to reinforce accountability and drive successful delivery.

Communication of the limits of authority and accountability is an important part of delegation - while you may want to grant your delegatee authority, especially in a more "coaching" situation, you may want to reserve some key decision rights - define what those limits are up front - e.g. "you have free reign to run the project as you see fit, but I need to approve and co-sign any budget changes in excess of 10%, or delivery date changes beyond 1 month." Clearly outlining where you feel you need to be involved avoids nasty surprises for both of you and makes explicit the degree of trust.

Delegating to someone less senior presents a learning opportunity for both parties. Encourage autonomy and initiative while providing guidance and support. Set clear expectations and goals, allowing room for experimentation and growth. Regularly review progress and provide constructive feedback to facilitate learning and improvement. Emphasize the importance of reflection and learning from both successes and challenges. Foster a culture of continuous improvement, where every experience contributes to personal and professional development.

Estalebe?a um processo de avalia??o e monitoramento da evolu??o das a??es e das tarefas, solicitando feedback e discutindo as a??es que deram certo e os eventuais problemas e gargalos no processo, analisando as a??es potenciais de melhoria para serem implementadas.

One effective technique is the "task-based approach", which involves breaking down the delegated task into smaller, more manageable sub-tasks. Assigning each sub-task clear instructions and deadlines enables the individual to focus on one aspect at a time, promoting better understanding and execution. In addition, to ensure the successful completion of a task delegated to a less experienced person, it is necessary to clearly communicate expectations, provide the necessary support and resources and offer regular checks for advice and feedback to monitor progress and make any necessary adjustments.

I have to prepare a solid handover package, discuss it with the delegate to clear any confusion, set a time plan including milestones then improve the plan by continuing checks.

To ensure successful delegation to someone less senior, provide clear instructions and expectations, outlining specific goals, deadlines, and desired outcomes. Offer guidance and support as needed, providing resources and answering any questions they may have. Regularly check in to monitor progress, offer feedback, and provide assistance or adjustments if necessary. Encourage open communication, allowing them to express any challenges or concerns, and recognize their efforts and achievements to motivate them to deliver effectively. By establishing trust, setting clear expectations, and offering support, you can empower them to succeed in their delegated tasks.

- If there is a proven record of taking initiative and showing interest in working independently - If they posses the desired skill for the to be delegated tasks/meeting Do not delegate for sake of it, do due diligence and extend support to ensure they are not left alone completely and set for failure Encourage them even if they are unable to do a good job. reflect on learning and guide them to manage it better And most importantly: "Trust" them!