You have a team of experienced members. How can you delegate tasks effectively?

Leadership team members always confront a daunting task of whom to delegate key tasks when you have team members with substantial experience on their respective domains. An all round multi task performer may not be great leadership material sometimes. When you have experienced people around, our tendency to pick the most experienced person is very high. In the process organizstions most of time pick an experienced person to the position On the other hand when leaders place all their bets on a person with immense potential We invest lots of time nurturing the person in the ideal way for leadership role. Organizations must pick the ideal candidates with true potential and help them go through novel methods delegation and execution.

One of the absolute most important skills of a leader is the ability to keep their mouths closed and ears open. LISTEN to your team. You have 2 ears and 1 mouth. That is a good ratio to start with. The best leaders are continually making themselves irrelevant by making their team better every day. If things don′t happen without you as a leader giving orders than you need a new apporach.

Delegating tasks in a team of experienced members involves recognizing their strengths, expertise, and professional development goals. By doing so, you can empower your team members and leverage their capabilities to enhance project success. To delegate tasks effectively in a team of experienced members, you need a strategic approach. This includes setting clear expectations, promoting autonomy, and aligning tasks with their professional development goals. Encouraging collaboration and maintaining open communication are also crucial in enhancing team efficiency and satisfaction. Remember, effective delegation is about recognizing each team member's unique capabilities and aspirations and leveraging them to achieve project success.

The fact that your team members are experienced means they have competence for the task at hand. Therefore,you can focus on developing a sense of ownership about the goals of the team.Here are some steps that help: 1.Share the vision,overall goals for the team and how each member's work contributes to the realization of the vision. 2. Get to know each member better-their aspirations, preferences, personal situation etc.This will help you communicate with them better. With the team aligned with you and the vision,define and assign tasks based on the member's ability.Allow them freedom to execute.Review,appreciate good work,provide feedback/coaching where they need to improve.Repeat the process and U are on way to be an effective delegator.

When the team is experienced , you treat them with respect and ask them how would they like to be engaged. So when you delegate work to such teams , share the high level seek and outcomes expected. Tell them the "what" and let them figure out the "How". At the same time hold them accountable as it says in Spiderman movie " With great power comes great responsibility " . Make sure that you challenge this type of experienced team as they aspire to scale new heights and get bored if no opportunities

Delegating tasks effectively to a team of experienced members requires a strategic approach that acknowledges their skills, experiences, and preferences while ensuring alignment with overall goals. Here are some key steps to consider: Understand Strengths and Preferences Clearly Define Objectives Empower with Authority Provide Necessary Resources Set Clear Deadlines Maintain Open Communication Monitor Progress Without Micromanaging Provide Feedback and Recognition Evaluate and Adjust Continuously Develop Skills

I've found it helpful to define how much ownership the person you are delegating to will have over the task. Should they do some research and report back? Make a recommendation, but ultimately you'll decide? Or maybe you set limits and allow them to make decisions within those parameters. Ensuring they know how much decision-making power they have can help ensure progress.

When delegating to experienced team members, emphasize "why" - explain the project's purpose and their impact, igniting intrinsic motivation. Leverage their strengths - Tailor tasks to individual expertise, fostering ownership and utilizing their full potential. Offer autonomy and challenge: Set clear goals, then empower them to execute with freedom and stretch assignments. Reward peer learning and knowledge sharing & unlocking collective problem-solving.

You can choose, or you can ask them to position themselves. Through this, you will evaluate motivation and engagement, and in a way, the delegate will feel responsible for success and trusted.

Consider someone on your team who is performing above the expected level and think about how you can sustain that level of performance by delegating a challenging project to them.

Ensure that you're making clear asks and not soft requests. We've all been in meetings where someone thinks they're delegating by saying "Can someone clean up this powerpoint for the client". Avoid these soft requests at all costs, always make clear asks. A clear ask is TASTY (Targeted, Actionable, Specific, Time-bound, and has a Yes/No inquiry)

Know yourself first. What is your obstacle to delegate? Anxiety? fear of failure? Be clear with yourself. for me in my experience my obstacle is around the need to be helpful, the difficult to give back the responsibility to the people around me. The need to solve the problem now and not to put people in difficulty. but sometimes is the need to prove that you are the first, the smarter in the room or other more thin obstacle inside you.

Regardless of the outcome of a project there should be an opportunity for a team to give feedback whether directly or anonymously. Feedback should be welcome at all points in a project- including feedback for leadership.

If you feel delegating to your experienced team is still not quite effective, you can try modify your questions. When you talk to your team managers, it's important to focus on exploring their relationships with their teams. It's no longer a matter of asking them "How are the projects progressing?" but rather "How are you working with Julie and Mickael to complete this project?" or "What support do Julie and Mickael need from you on this project?". By focusing your questions on how they coach their teams, and how they give feedback, you can help them develop their management skills.

Assign tasks based on individual strengths and expertise to maximize efficiency and outcomes. Communicate goals, deadlines, and success criteria clearly to ensure alignment and accountability. Grant autonomy in how tasks are completed, fostering trust and encouraging innovation. Ensure they have the necessary resources and support to succeed. Maintain open lines for feedback and questions, facilitating a supportive environment.

If you are consistently delegating projects/tasks to an employee with positive results, it's likely time to re-think their job description and consider a promotion or raise!

It is important to identify the skills development opportunities that excite each member of your team. By delegating tasks in a way that allows for continuous skills development, you can keep your team engaged and improve their talent. This approach also provides opportunities for collaboration that may not have been considered before. By adopting this strategy, leaders can better support staff retention strategies as lack of career growth is one of the top reasons that leads to employees leaving an organisation.

I have coached leaders often who are dropping the ball when it comes to delegation because they are looking at it from myopic lenses rather than a panoramic view of what delegation entails. If a leader takes one of the above stated parts and does not do the others the ball is dropped. This needs to happen not just once but over and over. Delegation is a skill and just like any other skill there should be repetition to improve the outcome. Practice helps progress.

Escuchar, escuchar y escuchar y no prejuzgar. Entrar en las reuniones como una hoja en blanco para poder dar un feed-back que aporte valor y que sea recibido como un regalo para mejorar en el avance del proyecto. Y sobre todo estar cuando tienes que estar. Ojo con el exceso de control. Estás con seniors, compórtate tu como tal también.