My advice: Always delegate the task very clearly. Be cognisant of current tasks and spread the workload in line with capability. Offer to meet and clarify the task. Timelines must be reasonable. Schedule a progress check-in. Allow for a revision before the task is finalised. Give positive feedback at the end.

Instead of assigning tasks mechanically, consider who on your team would enjoy or learn from each challenge. Have honest conversations, like, “I believe in you, and I think this project could showcase your strengths.” Give clear direction but also space for them to make it their own. Check-in with a mindset of, “How can I support you?” rather than “Did you do it right?” Show appreciation for their efforts, and watch how trust and motivation grow, together.

Clear communication of roles and duties empowers team members, which improves morale and productivity. By giving activities that are relevant to individual strengths, we promote a sense of ownership and pride in our work. Regular check-ins and constructive feedback assist to keep momentum and address difficulties quickly. Remember that delegation is not about unloading work; it is about developing talent and forming a cohesive team capable of tackling complicated technical tasks with confidence.

Start by identifying and addressing the root causes. Consider whether there are obstacles such as a lack of trust, unclear instructions, or insufficient skill alignment that may be hindering effective delegation. Here are some specific steps. 1. Build Trust and Transparency 2. Align Tasks with Skills 3. Set Clear Expectations 4. Provide Support and Resources 5. Encourage Ownership 6. Celebrate Achievements 7. Foster Continuous Learning By focusing on these steps, you can create a supportive, positive environment where team members feel motivated.

Quando o assunto é delegar, gosto de mencionar o Delegation Poker do Management 3.0. Ele tira a responsabilidade de delegação exclusivamente das mãos do gestor, permitindo que o time participe ativamente das decisões. Com essa ferramenta, temos níveis diferentes de delegação, e podemos distribuir responsabilidades com flexibilidade: o gestor deixa de ser o único responsável pela delegação, e o próprio time se engaja na escolha dos níveis de autonomia. Isso promove um ambiente de inclusão, pertencimento e engajamento, onde todos têm voz sobre seu papel e suas tarefas. Assim, o Delegation Poker cria um clima de confiança, onde a equipe se sente mais valorizada e motivada, o que aumenta tanto o moral quanto a produtividade.

I believe this could come down to trust and real engagement across teams. previously I seen teams fearful of stepping up and of being more proactive and taking on additional responsibilities. But through support and clear understanding of their reservations to move forward, confidence can be gained and you will see a positive change. Remembering it’s not one size fits all, people engage and develop at differing rates, we should also allow for todays growing and diverse workforce.

I have an exercise I like to run which involves the following; - write down a bunch of key responsibilities - invite people to tag themselves as owners against each - have an open session to discuss who's taking what This has a number of powerful benefits; 1. The act of assigning owners to particular items has a powerful effect. It says "you're the person responsible for this now, and these are the expectations". 2. Doing it as a group creates accountability, as everyone hears and sees what everyone else is responsible for. 3. Inviting people to put their name against items they want creates more buy in, because people will assign themselves to tasks that they are interested in. This means they're more likely to do a good job. Try it!

1. Clearly Define Roles and Expectations. 2. Start with Smaller Tasks. 3. Provide Necessary Resources and Support. 4. Empower Your Team with Decision-Making. 5. Encourage Open Communication and Feedback. 6. Recognize and Celebrate Achievements. 7. Lead by Example.

1. As a manager, who needs to be well familiar with the core functional knowledge. It’s like a coach knew well the sport core knowledge and knew the team members for each positions. 2. Assessing team members skill sets, enhance the skill sets with training resources.