You’re managing a hospitality team. How can you delegate tasks that build relationships?

You need to be aware of the ares strengths and capabilities of each and every team member. That way you can delegate with confidence that they will put in 90% if not 100% of their efforts in tackling the tasks at hand with efficiency and effectiveness to achieve the intended goals of course as per your directive.

I use personality assessments or strengths-based questionnaires to gain insights into each person's unique talents. By making it fun and inclusive, we uncover talents and interests that contribute to a dynamic and harmonious team environment. We use the WOrking Genius by Patrick Lencioni and it has been very eye opening as we can see where others thrive and where we may need to move responsibilities or bring in another team member to assist. Very helpful and highly recommend!

Building relationships within a hospitality team is essential for fostering a positive work environment and so to achieve this you should delegate tasks among team members to work together towards a common goal. You should acknowledge individual strengths and interests which builds mutual respect among team members. You should encourage constructive criticism and safe space for open communication that helps building trust and fosters continuous improvement. You should also celebrate achievements and milestones as a team whether it's meeting targets or completing a challenging task, acknowledging and celebrating successes strengthens team bonds and motivates everyone to perform better.

Strengths of each Team Member needs to be taken to Delegate the Tasks. By giving the Tasks of what he or she can do well will benefit everyone. Each ones Creativity could be seen or a different view will help for practical and productive end results. Delegation of work also helps to build up to take more responsibility.

This should have been done in the beginning along with the understanding as to whether or not you have a real team (20%) or just a group of individuals with common goals (80%). Bolting on a team dynamic over a group is the biggest mistake you can make. the 2nd lies in not aligning the values of team members with the objectives of the group/team.

When delegating tasks to any team, I like to use visual aids like checklists or diagrams to outline the steps involved. This makes sure each process is followed and as they are walking through each step it gives a chance for checkpoints and to ask questions. Not everything needs to be recorded just the top 20% that makes up the 80% of the work (Pareto Principle).

Clear Expectation must be given to the team members on What,Why,How the Tasks needs to be done. Feedback must be given on completion of the task which is important. On a task completed well with Feedback One would try other tasks which would help the team / department. Feedback if negative should be given with concern of the other person and encouragement.

Clearly communicate the expectations, goals, and timelines for delegated tasks. Provide specific instructions, resources, and support as needed. Offer constructive feedback and guidance throughout the process to ensure clarity and success.

You don't encourage autonomy and collaboration, you design it into the job. This is an extremely critical and often, one of the most abused tactical efforts.

Empower team members to take ownership of their delegated tasks. Encourage autonomy by allowing them to make decisions, solve problems, and contribute ideas independently. Foster collaboration by facilitating communication and teamwork among team members.

Micro managing is discouraging. Monitor and encourage team members to work together. Hospitality business can get vey drama but it doesn’t have to be either good leadership

When recognizing and rewarding any team members for their efforts, I like to keep it fun and simple. We do a "Wall of Fame" where we showcase photos and achievements of outstanding team members. Then we announce the individual and what they accomplished at the weekly company Huddle (meeting). This gives public and direct recognition for the specific item they excelled at.

Rewards and recognitions are always a good strategy to delegate tasks because that’s what their subordinates keep motivated. When they get motivated, they tend to complete jobs more efficiently and passionately cuz they know they would get something in rerun. However, judgement of the completion of such tasks by the leader would always be tricky and mostly depends on the quality of the outcome.

Recognition and Rewards are very important with individuals and teams. Recognition unfortunately does not happen very much and the person's talent is unsean. Thus Individuals and Teams does not do new or better things even when they can. Rewards sometimes are not systematically given and may hurt others.

Acknowledge and celebrate the achievements and contributions of team members who successfully complete delegated tasks. Offer recognition, praise, and rewards publicly to reinforce a culture of appreciation and motivation.

Continuously evaluate and learn from the delegation process. Gather feedback from team members about their experiences, challenges, and suggestions for improvement. Use this feedback to refine your delegation approach and build stronger relationships.

You don't delegate to build relationships. you delegate in order to accomplish a task or goal successfully. A good working relationship should have been created in the beginning when you chose to create the team.

Choose tasks that provide opportunities for team members to collaborate, communicate, and connect with each other. For example, delegate cross-functional projects, team-building activities, or customer service initiatives that require teamwork and cooperation.