Here's how you can ensure clear instructions and expectations when delegating tasks.

Ensuring clear instructions and expectations when delegating tasks is essential for effective teamwork and successful outcomes. Here’s how you can achieve clarity: 1. Prepare Before Delegation: 2. Communicate Clearly 3. Provide Context 4. Clarify Expectations: 5. Encourage Questions and Feedback 6. Confirm Understanding 7. Establish Communication Channels 8. Provide Support and Resources: 9. Monitor Progress: 10. Celebrate Success and Learn:

"KEY" Analysis is must before task delegation to someone. KEY stands for K - Knowledge E - Experience Y - Yes attitude / willingness

I believe that comprehensive and clear communications is key when delignating any task. You have to start out by outlining the specific objectives, desired outcomes, and deadlines for the task. Then, provide detailed step-by-step guidelines, including any necessary resources or tools, and clarify the standards or quality levels expected. Encourage open communication by inviting questions and confirming understanding through feedback or summaries. Regularly check in to monitor progress and provide support or adjustments as needed. This approach helps to avoid misunderstandings and ensures that the task is completed effectively and efficiently.

Goals: Clearly communicate goals and emphasize the business impact associated with each goal. These goals should be further broken down for individuals, outlining their respective roles in achieving specific business objectives. Task Assignment and Delegation: It is crucial to assess whether a particular task is suitable for a given resource. Providing opportunities for individuals to take on tasks at their current level while preparing them for future growth is important in the long-term. Establishing a feedback loop and considering this feedback when assigning tasks benefits both the project and the individual, as well as the organization as a whole.

I always prefer to use interim milestones steps to make sure we are heading in the right direction. This also gives a sanity check and improves confidence in the deliverables.

Após as definições das metas, é muito importante que todos conheçam muito bem os processos, para que durante a execução deles para a tingimento das metas, os colaboradores possam ir fazendo modelagens e melhorias ao longo do processo, tornando assim o caminho para atingir as metas, mais rápido e com mais foco.

Recibir instrucciones no claras por parte de un superior genera cierta incertidumbre y una sensación de inconformidad. Para resolver esto, considero que cada empleado debe conocer bien el proceso operacional donde está inmerso y profundizar en este para canalizar y aclarar las dudas. Una vez que hizo lo anterior, podría continuar y finalizar la tarea asignada.

Once a goal is established we need to decide three things. We know where we are we have made up our mind where we want to go. First, there may be any number of alternatives to arrive at our destination. So we should focus on the routes to our goal to decide which route to take. Here we may have to choose between a great path with a lot of trial and tribulation or a pleasant and comfortable one, we have to choose between the two and it may involve questions of ethics & morality. Thus we have to first establish the values after assessing our starting point and goal. Secondly, we have to integrate all that we may require in our journey. Thirdly, we must identify and avoid all that would be detrimental to our journey in the path.

There must be ownership to all levels of activity if possible use a RACI chart for assignments of different roles (Responsible, Accountable, Consulted & informed)

Along with clearly defined rolls and responsibilities comes individual accountability and also responsibility when things don’t go well. If there are no consequences for failure then the whole process is just an exercise. Also producing real tangible and measurable results should be recognized and rewarded.

Assignment of roles is essential to establishing accountability. When responsibilities are not clear it leads to missed steps and overall inefficiency as it does not establish accountability as well as clear ownership and recognition for ones performance.

In assigning roles you must keep in mind that everybody is unique and can be utilized in the right way. At office a colleague argues a lot, has filed cases against his employers for harassment and is seen as as a nuisance by colleagues and seniors alike. But the same person if he is assigned legal division he would win cases for the company. Don't look for defects in people, identify people for their strengths. You need patience, pause and poise to identify talent in people and assign right roles to right persons.

Roles, and RACI are known as best practices. However there is an alternate approach that I have found much more effective. The problem with RACI - the roles can sometimes create 'not my problem' syndrome. Accountability also frequently leads to blame and shame. I find these very costly behaviors. Instead, give responsibilities to the team. The team either fails together or succeeds together. It takes a bit of coaching and mentoring, but when you get this right, it is VASTLY superior to RACI.

Establishing deadlines helps individuals to quantify the volume of work they need to complete daily weekly or any periodic cycle. This helps in assessing workloads and determining if more resources are needed to achieve the goals

Time is a slice of our life. Without a deadline a task is dead. Time and cost over runs may make any project unviable. The final deadline has to be broken-down into manageable milestones, special focus has to be kept on the critical path and the activities with the longest timeline.

Sabemos que as metas são importante, porém todos precisam entender que elas tem uma jornada dividida ao longo do tempo, para isso, todos os gestores e todos os envolvidos, devem saber claramente o prazo para o início e fim de cada jornada. Devemos definir prazos exequíveis, onde seja possível atingir o alvo 🎯 naquele determinado tempo.

Deadlines are good. Deadlines are great. They are based on accurate and precise estimation. That is a lie that we tell ourselves. Estimates are our best guesses, and as we do the work, we learn more, and estimates need to change. There is a model - I think from the 70's - you can have 2 of these 3 constraints: time, scope, and quality. This is the Iron Triangle. Deadlines set early for a fixed scopes reduces quality. If scope is mandatory, then deadlines need to be flexible. If the deadline is mandatory, then prioritize your scope and be prepared to reduce scope as your team executes on the plan.

Support your team by thoughts words and deeds, not by lip service alone. Many leaders support their team like a rope supports a man to be hanged by constantly judging and being critical, criticizing in public and appreciating in private. Often such leaders compete with their teams to prove that they are smarter and they may avoid making critical resources available to the team at crucial juncture. No doubt such leadership and teams are doomed to fail.

Monitoring progress is extremely important so we are not surprised at the last minute that we will not meet our commitments. However, there is an implication here on how you build things. If you build in components - such as build the UI separately from designing the database, separately from building the back-end business logic, then the monitoring is not very reliable. To get the most from your monitoring, build features, not components. Build a thin vertical slice throughout your architecture. Measure progress as working, tested, (almost) deployed code, not as percentage of components complete. The integration cost is very costly.

O que conseguimos tirar de positivo e negativo nas definições das metas são que, se conhecemos bem nossos processos, a equipe que temos e o lado individual de cada ser humano, e possível planejar melhor com definições claras e objetivas e, principalmente, que podem ser alcançadas e realizadas dentro de um determinado tempo. Temos inúmeros exemplos de melhorias no clima organizacional quando nossas equipes atingem as metas e são recompensados por isso.

This is the most important part. There are many cases where engineering tasks exhibit co-evolution. Where the understanding of the problem evolves with the solution. You might not need to offer guidance, but instead learn from your team about what they have found as they were dealing with the actual challenge. Thus, it is often the case that things will need to change anyway. By checking in with the team, all (including you) will better understand the real issue and what is needed next - shared situational awareness.

Monitoring progress and a quick assessment may be the key to success. The legal-statutory environmental and other regulatory framework may be in a state of efflux. The cost of raw material may be going up the demand for the finished product may be declining due to alternatives coming up. The plan and progress need to be monitored closely keeping an eye on the business environment.

All the points mentioned here are very critical be it Goal setting, expectations on timelines and providing resources. But along with delegation, very important for people doing the tasks should be empowered as well. If they feel empowered, they will take accountability. You may then just need to nudge and provide feedback along the way. My dad had given me this advice that when you are giving instructions, imagine the other person knows nothing and then craft the instructions, give the details on the expected outcome ( e.g The result should be graphs and not bullet points; the efficiency should be a % value etc)

In addition to the above-mentioned ones, creating ownership/accountability to each individual to their assigned tasks and empowering them to do so, will give us desired results.

I've found that situational leadership is also extremely important in delegation. Understanding the readiness level of the person to whom you are delegating is key. If you are overly prescriptive to someone who is very experienced, they may see it as micromanaging and feel disengaged. Conversely, if the person is new to the task and maybe lacking confidence, a more hands-on approach with coaching and specific direction might work better.

Um aspecto que minha vivência tem demonstrado essencial é conhecer bem a equipe, suas habilidades, suas aspirações e principalmente suas limitações. É fundamental sim para um líder identificar com clareza quais são as expectativas que se deseja atender em cada tarefa, porém, é tão importante quanto isso identificar qual a pessoa certa para cada tarefa. Com esse cuidado o caminho fica muito mais fácil.

All the points mentioned here are very critical be it Goal setting, expectations on timelines and providing resources. But along with delegation, very important for people doing the tasks should be empowered as well. If they feel empowered, they will take accountability. You may then just need to nudge and provide feedback along the way. My dad had given me this advice that when you are giving instructions, imagine the other person knows nothing and then craft the instructions, give the details on the expected outcome ( e.g The result should be graphs and not bullet points; the efficiency should be a % value etc)