You're drowning in tasks with your remote team. How can you efficiently delegate and manage workloads?

Create a work tracker. this will allow you to see who is overloaded and who has room for additional projects. Also make sure you understand each team member's skills sets.

A central project management system is essential for remote teams, so that you can keep track of each project, who is responsible for what, and when the deadlines are. It's also critical to make sure that it's easy to communicate among every member on the team. Each person should understand how their tasks fulfill the objectives, what they're responsible for, and when everything is due when you delegate tasks to them. It's often easier to help team members set some milestones so they know if they're on track for tasks or projects that have longer timelines. Even after you delegate, you'll still need to make some time available for feedback and questions.

Delegating to a remote team is like handing off a relay baton—just make sure you don’t toss it into a Zoom void! First, pick the right person for the job, not the first one to say “sure.” Be clear with instructions—no cryptic messages that leave them guessing like a bad mystery novel. Use tools like Monday.com to track progress, because saying “I thought you were doing it” never saved a project. And remember, delegating doesn’t mean you’re off the hook—it’s more like watching over a slow-cooked meal. Stir occasionally, but don’t hover like a nervous chef!

It could be a great support to have a project management software set in place for your team(s) and project(s). With a synchronized team calendar, Gantt Chart and organizational capabilities, it could help to better delegate and manage workloads. Be sure to keep in mind your teams' intrinsic and extrinsic motivations as a good balance of respective tasks could potentially lead to more effective results.