Here's how you can ensure delegated tasks match your team members' strengths.

Conheça as habilidades de cada membro através de avaliações detalhadas; crie e mantenha um mapa de competências atualizado; mantenha um canal aberto para feedback contínuo; combine tarefas com habilidades específicas; invista no desenvolvimento contínuo da equipe; monitore o progresso e ajuste conforme necessário; e comunique claramente as razões por trás da delegação. Essas práticas maximizam eficiência, produtividade e satisfação, alinhando as tarefas com os pontos fortes individuais.

Muchas veces ni nosotros mismos conocemos nuestras fortalezas. Tiene que ver con generar el ambiente para que aparezcan, un ambiente en el que tiene que haber cuidado, conexión y confianza. Es impresionante el talento perdido, desperdiciado que hay en las organizaciones. No creo que se trate de evaluaciones, sino de observar a las personas para que organicamente puedan desplegar los talentos. Para el momento de delegar, no sólo el líder tiene que conocer las fortalezas, sino también todos los compañeros. De esa manera se valorará la oportunidad y motivará a las personas.

Effective delegation within a team involves several key steps: 1. Evaluate each team member's strengths and skills to determine the most suitable person for each task. 2. Consider the potential impact of task completion and the risks associated with not meeting timelines or budget constraints. 3. Use the 80-20 rule of the Pareto principle to assess the risk-to-reward ratio of the work. If the risk is below 20%, empower the team to make decisions and take ownership. 4. Ensure that accountability and responsibility are assigned to the same individual. Once the objective is achieved, reward that person for their efforts. These steps will aid in ensuring that tasks are assigned to the right individuals who can deliver the results positively

Knowing the strengths of your team is important but knowing their goals is more important. Not everyone's strengths are going to help them achieve their goals. They might need to develop new strengths to get where they want to be. Know your team's strengths yes, but prioritize their goals and push them to develop new strengths that will help them achieve those goals. Have regular 1:1 conversations where your team member sets their own goals and updates you on their progress. Try only asking questions so your team member is the one leading the conversation.

I think having general expectations for accountability is paramount to success. Keep in mind that there is a fine line between general expectations for a task and micromanagement of a team member. Accountability is necessary but building trust is about more than that. Trust comes from the realization that failure is ok. Your team will only make this realization if you give them room to do so and give them feedback to learn from the experience vs punish them. I like to compare it to learning to ride a bicycle. Your teacher can explain the expectations and instruct you perfectly but you're still going to fall over a few times in the process. Just be the leader that helps them back up so they can try again.

Once expectations are set - also provide trust and avoid oversite. Failure may occur and that is part of the learning curve and often outside of the control. Expectations are important as they provide the scope. That being said an effective manager discusses expectations and allows staff to provide input. Often they are on the ground and will see barriers that from your elevated position you do not.

Définir les attentes clairement est important afin que chacun sache ce qu'il doit faire et où s'arrête son action. Car il s'agit d'un travail d'équipe. On peut d'entraîner, en revanche on ne doit pas systématiquement palier ce qui n'a pas été fait avant où en cours d'action.

Don't encourage it, GIVE it. Letting go can be hard! Especially if the area you're giving up is one of your strengths. It's one thing to say failure is ok to a team member and a totally different thing to allow them to fail or be bad at it as they learn. Touch base with them regularly at first so you can continuously show your support but let them tell you what they need. Ask questions to discover more about their learnings so far. Leading questions can be a powerful tool here. The less you intervene and criticize the more ownership your team member will feel.

Ownership = trust. If you hover over every aspect to ensure no mistakes are made you are micro managing and denying your staff the opportunity to grow. You also limit the ability to be agile and adapt, increasing the likelihood of errors and increasing time and money.

The blank check conversation helps a lot here. Tell your team member if they could have absolutely anything to make ownership of this area as smooth as possible what would it be? Use that conversation to dive into what they see as opportunities and how they want to approach overcoming them.

Además de todo eso, algo es fundamental, tener claro la posibilidad de que se equivoque y que no se le condene por eso. Que se aproveche también la oportunidad de que innove, ya que se le puede ocurrir una manera más simple de generar el mismo resultado, más eficaz y con menos recursos.

Ask questions over assuming. Be aware that your interpretation of a team member's strength is just that, your interpretation. Even if you've used a tool like CliftonStrengths, people are more than their Top-5. Each team member has their own motivations and ways of showing up in the world. Questions to ask: Tell me about your best day of work. What made it great? What types of work frustrate you most? Be open to seeing how the team member's strengths show up and watch them be amazing.