How would you assist a team lead in delegating tasks effectively to reduce their workload and stress levels?

Según mi experiencia, aunque asignar tareas que coincidan con las habilidades existentes puede generar resultados rápidos y efectivos, es importante no limitar el crecimiento y desarrollo de los miembros del equipo. Si solo se asignan tareas en las que ya son expertos, podrían estancarse en un lugar sin oportunidades de crecimiento. Por otro lado, al asignar tareas diseñadas para ayudar a los miembros del equipo a desarrollar nuevas habilidades o destrezas, se fomenta su crecimiento profesional y personal. Esto les brinda la oportunidad de aprender, mejorar y avanzar en sus carreras.

I agree somewhat with assessing strengths. I also encourage team leaders to assess passion , drive and position. Strengths can be natural talent but passion and drive are like fire to natural strength. Look for a growth mindset and then position those people to also lead. Empower people with passion and drive with more responsibility.

Master the art of do/delegate/delete Get laser focused on the outcomes you need to achieve. And then you can determine how best to accomplish the results you're looking for. Delete is often overlooked. Sometimes we need to do less with greater focus to achieve better results.

Once you and your team are clear about your desired outcome, can you similarly clarify the creativity license teammates have to get to that end point? To what extent do (or don't!) "process rules" exist? How can you and your team balance shared vision with personal/team freedom to bring that vision to life?

It’s a great idea to clearly define “done well”. As leaders it’s easy to think we communicated well but the litmus test is to ask your team to repeat what they heard back to you in THEIR words. Sometimes the breakdown in communication comes from misinterpretation.

Providing resources is great but also be open to asking your team for input. Sometimes your team members know about resources that would advance the teams progress. If we always tell and we seldom ask then we aren’t leading we’re managing.

Ótimos recursos para ajudar um líder a delegar: - Fazer uma lista daquilo que só ele pode fazer e o que ele pode delegar, - Perguntar ao time quais tarefas eles gostariam ajudar o líder. - Criar uma "Mandala de papeis/responsabilidades" onde cada membro do time pode contribuir de acordo com suas habilidades x as tarefas que e líder definir como tarefas possíveis de serem delegadas. - Conhecer os potenciais e habilidades do menbros time para que ele possa ajustar os desejos e necessidades com as tarefas dispostas a delegação.

Empower your team to have what I call 3 tier accountability. Accountability to yourself, team and the company. Stacking accountability in tiers integrates personal responsibility. Each team member should have personal standards of accountability. Building from that place will elevate the standard for the team and company.

I remember feeling guilty about delegating. And I don't think I'm alone in this... the more you see yourself as a caring and empathetic leader, the more prone you are to this trap! At one point, my plate was really full and I desperately needed to get some of those tasks handed off to others. But when I looked at the people I would delegate to, their plates were really full too. Even when I decided I would hand tasks off, I felt compelled to "prepare" the ask so I could articulate it with clarity and consolidate the work done so far, etc. My leader coached me this way: Have you received tasks that you had to figure out how to execute? What role did those challenges play in your growth? And wouldn't your people benefit similarly?