If the team is pushing back on delegated tasks taking the time to understand why can resolve this issue. Making them feel it's a safe place to have an open and honest conversation is important and if trust and rapport has been built it shouldn't be an issue.

When a team resists delegated tasks, you need to address what is behind such behavior while fostering trust, motivation, and collaboration. Here are a few tips for you to overcome their resistance: - Identify potential root causes by listening to them actively and checking their behavior patterns. - Explain the importance of delegation to promote growth, learning, or increased ownership. - Assign tasks that match team members’ strengths, skills, and interests. - Set clear deliverables and timelines. - Empower your team. - Stay tuned to address workload concerns. - Build confidence by encouraging team members to acknowledge their capabilities. - Involve and engage them in decision-making. - Celebrate successes as a team. - Lead by example.

Clearly explain why each task matters and how it aligns with team goals. Make tasks as small as possible to prevent causing distress and Assistant with them if help is required. Feedback should be encouraged where concerns exist in order to be made and resolved where necessary. For instance, one time, I changed a threatening to a challenge explaining that it was crucial to the team’s growth. Once the team talked about its fear of failure and offered the necessary tools, the team accepted the challenge. Making sure that they trust you and see that you care about their opinion is the way to make them more amicable.

"It's not my job" is an expression that I have heard way too often. Now, really understanding what it means, is another story. Are you dealing with a clock-in/clock-out strategist who works through the commas and periods of his Job description and wouldn't accept the smallest deviation from what's on paper? Or, instead, someone is genuinely expressing his concern over a task that he is afraid might not be able to complete? Both cases require your attention but, as you can imagine, the approach will be totally different. In the first one, you might need to encourage a broader view of responsibilities. In the second, a supportive approach, offering guidance and building confidence, is essential to help them feel capable of tackling the task.

Overcome resistance by attentively listening to your team's worries and identifying the underlying causes of their reluctance. Clearly express the relevance of the tasks and how they fit into the wider goals. Provide your team with the resources and support it needs to succeed. Create a collaborative workplace in which input is welcomed and handled. Recognise and acknowledge their efforts to promote morale. Implementing these tactics will improve teamwork and guarantee effective task delegation.

Take time to figure out what people want from their work and what they are getting out of it. There is no shortage of people willing to hand out taskings for completion; however, the problem is that work for the sake of work is pointless. I would start by ensuring that the team's work is directly connected to tactical goals and feeds into strategic imperatives, from the small to the big picture. Take time to discern how people are feeling, strive to understand what they are going through, and elevate them in their efforts by applying goal setting and creating the conditions for self-actualization. Most problems are solved by having an actual conversation rather than being guided by corporate speech or PIPs. Then, delegate work that works.