Here's how you can empower your team members through delegation.

Spot on! Build your replacement and you move up to higher levels. If you don't delegate, you will likely remain in one spot because no employer wants a gap in their system. And you should be ready to guide them through and help build their confidence.

Must delegate when you have more than what you can handle or beyond your competencies. In such a case of delegation is due to lack of time, then the team member must have your level of calibre and resilience. If delegation is due to tasks beyond your competencies then find a team member who excels in that skill. Delegate with caution and not spray and pray.

Trust is the a key ingredient to building an empowered team. This means that as a leader you need to understand your team's strengths, and know how their work compliments each other too. Work with delegating based on their demonstrated skills and then giving them the autonomy to decide how they would like to go about completing the tasks without interfering in the process. However, you should be willing to listen to them should they need support. Finally when they face a problem, rather than giving them solutions to the problem they face, work on developing their critical thinking abilities by coaching them and asking them the right questions, focusing on a solution. This will empower them to learn more and grow faster.

People are forced to delegate when they get away with rising through the ranks by doing it all for too long. They are self reliant. The narrative is reinforced when they give a task to someone else who gets it wrong, or doesn't do it as well as they could. The trap of "leading by example". Switch to "leading by design". Drop caring how the task is done, release your team to do things their way. Design the environment for thriving. If you often tell yourself you "don't have time!", you may be hoarding tasks. When you hoard you can't grow, and neither can your team. Don't be afraid of getting replaced, it's worse to never be promoted because you've made the organisation too dependent on where you are now. Trust yourself. Free yourself.

Empowering team members through delegation is about trust and growth. When you delegate, you’re not just assigning tasks; you’re entrusting responsibilities and showing confidence in their abilities. This builds their skills and confidence. Start by understanding each member’s strengths and aspirations. Assign tasks that align with their talents and challenge them to grow. Provide clear expectations but allow them the freedom to innovate. Offer support, not micromanagement. Celebrate their successes and learn together from setbacks.

A process that I learned years ago about effectively providing clear instructions to the person I was delegating my task to was to share insights related to the six questions we were taught in kindergarten: who, what, when, where, why, and how. Let the delegate know who they can leverage as a resource for help, share what success looks like when it comes to completing the task, provide a timeline to when the task should be completed, offer direction / access related to where existing resources exist (e.g., a SharePoint site), explain why the task is important, and provide instructions to any steps or processes that must / need to be followed. Providing answers / insights to these 6 questions has proven to be successful for me.

Providing clear expectations for a task outcome is a great way to delegate and build trust. As a leader, your job to hand off the task and let that person complete that task effectively. Depending on the competence of the individual, you may have to hand hold them initially. It is imperative to provide clear instructions on what is expected but be careful not to provide instructions on "how" to accomplish the task. You want that person to grow, so enable them to think on their own on the HOW while you focus on the outcome and WHEN. Get the buy in and agree on when what happens.

Mas allá de hacer el "Match Correcto" Posiblemente la expresión sobre simplifica "quién debería hacer qué" de acuerdo con una calificación superficial del line manager acerca de sus habilidades. Creo que el Match Correcto debe de tener un balance sutil de dos ingredientes, 1. El obvio expertise superficial que podemos sin lugar a equivocaciones entender que la tarea no le será extraña, así como, 2. Una pizca de reto de desafíos nuevos, fuera de su zona de competencia. A lo largo de este tiempo me he podido percatar, muchas sorpresas cuando asigno proyectos ajenos a su zona de confort. No solo en lo bien que lo hacen sino lo bien que los hace sentir, y mejor aun, queda comprobado que no sabían lo que no sabían.

As the leader, you must know the capabilities of the person you are delegating a task to. You must focus on making that person successful, so that they gain the confidence and trust you as a leader. Give them opportunities to succeed by starting off with smaller tasks. Make sure you provide feedback and praise when the task is completed well.

Some leaders struggle with releasing autonomy to delegates after the delegation.They micromanage even after delegation and this single act lessens the confidence and self-esteem of their team members. I once had an experience with a leader who found it difficult to let delegates explore their own initiatives.The result was dampened self-image on the team members and increased workload on the leader The whole team seemed not to be able to take decisions without the leader's input.

Autonomy - like trust - is easily bestowed but hard to achieve. It all comes down to control and how much one's identity is wrapped in being a leader or manager. Many managers advanced by playing by the rules of a top-down command-and-control system whose culture equates expertise, authority, and leadership with hierarchy positions. Those leaders will find it extremely hard to admit to not knowing and to trust those in their charge with greater expert knowledge and front-line experience. But doing precisely that - trusting employees' expertise, having their backs, and allowing them to focus on doing great work autonomously - is exactly what will create strong and highly functioning teams... which will make the leader look great!

Leaders need to know that delegation is a super-power to get more things done. So make sure to let the individual handle the task themselves. Trust that they will complete the task. Making sure that you have the right person to whom you have delegated before actually handing the task off. Then step back and watch that person succeed. Let them do it their way. You may even learn something or get a perspective that you may not have thought about. This is very important for your team to realize that you may not have all the answers and that you are open to learning from them. This may even actually make you a better leader in their eyes!

Delegating tasks is a critical skill for leaders to develop. While you do not want to micromanage after delegating a task, you do want to make sure that it is getting done in a timely manner. Regular check-ins are important to make sure everything is on track. This is also an opportunity to uncover areas of issues that the person may be running into. Some folks may not be comfortable bringing up issues after a task has been delegated to them. They may feel awkward so these check-ins can be a way to have an open discussion about the progress, roadblocks or issues they may be facing. You should do everything possible to unblock them and make them successful.

Esta parte puede estropear la delegación o afianzarla, está 100% en las manos del line manager. 1. Mas allá del cliché de escuchar de manera generosa, prefiero referirme a esto como escucha de dos niveles, donde un segundo nivel se trata de descifrar desde donde nos habla el miembro del equipo: desde la alegría, orgullo, frustración por falta de recursos, desdén, optimismo, etc. Ninguno de estos aspectos serán verbalizados, hay que leer entre líneas. 2. El feedback no puede ser desde un pedestal, no puede tener un tono de juicio sino de corresponsabilidad mutua en resultados vs crear el contexto adecuado (recursos, empoderamiento y habilitación).

Delegation for new managers is often one of the most difficult tasks as people think they need to invest more time to coach instead of doing the task themselves and while this might be true in the short term in the long term it helps a lot. So this is not only beneficial for the employee but also for the manager.

Delegating can really help the manager and the team to grow if done with intention and self-awareness. I have found that many managers don't allow their team to learn and to fail. They think that the team member needs to do things exactly the way they did and they micromanage, which erodes trust. If the outcome meets the expectation then it should be celebrated. Many companies really don't train or develop managers, they just promote because they excelled in their current role and that seems to be the next level, but it doesn't mean they will be good at managing others. You can learn a lot about yourself in managing others and if there is no one to help guide you then you risk becoming a bad manager who causes others to leave.

Delegation at its core is simply holding trust and faith in others, delegate then let go of any micromanaging tendencies and need to control outcomes. We are told trust is earnt when in fact trust should be a given unless proven otherwise.

Delegation is an ART cultivated with good judgement of who can do what n what is good skill of a person. Accordingly delegate jobs AND be available for discussion n positive feedback.

Your mindset and objective makes the difference. Are you delegating a task? or Are you empowering a team member with responsibility?