How to Delegate Tasks for Project Management

The most important tool I deploy as a manager is the "Task Relevant Maturity" (TRM) framework. TRM enables me + my team to get the right support based on *each task* I delegate. When done right, it supercharges output & empowers the team. Let's dig in ↓ An easy mistake for managers to make is to assume a high performer at one task = a high performer at all tasks. At some point, this unrealistic expectation will bite you or your high performer in the 🍑. TRM is a framework that helps managers account for variations in skill level that *any* team member will have. It calls for providing support based on a team member's experience & confidence with any task vs. an overall perception of their performance. Here's how I use it ↓ Whenever I delegate a new task to a team member, we have the same convo. First, we gauge competence: Have they done this task before and have they done it well? Then, we gauge confidence: Are you excited about this task? Different answers = different types of support from me. Example: Let's say a team member is really excited about doing a task they've never done before. They're low competence (it's new!), but high confidence (enthusiastic). To support them, I'll be very directive but give them tons of space to tackle it on their own. On the other hand, if I'm delegating a task to somebody who is high competence (they've done the task a lot!), but low confidence (...so they're bored with it), I'll do more coaching. I'll map the task to its impact – not just for the company, but for the team member's career. It took me a long time to perfect the implementation of TRM (I needed lots of practice 😅 ), but the results for my team have been 10x that effort. Team members are able to level up their skills and can get more work done while feeling good about doing it. It's worth it.

When I was first starting out, I tried to do everything myself. I'm talking cleaning toilets and sweeping the floors, in addition to all the writing, filming, editing, production work, etc. I definitely learned the hard lesson that it's crucial to delegate. Here are my tips. ⬇️ 👉Clearly define the tasks or projects you're delegating, including expected outcomes and deadlines. 👉Match tasks to the strengths and skills of your team members. 👉Equip your team with the necessary resources, tools, and information they'll need. 👉Schedule regular check-ins to monitor progress, offer guidance, and address any concerns. 👉Create an environment where everyone feels comfortable asking questions or asking for help. 👉Offer constructive feedback. 👉Encourage skill development by assigning tasks that challenge and stretch their capabilities. 👉Allow for flexibility and be open to suggestions from others. The main thing to remember is that you're a TEAM. You need everyone's skills, expertise, and insights for a positive, collaborative, creative work environment.

Struggling to delegate to your team? Here are 3 ways to get more comfortable with delegation. But first, understand that 👇 💡 Delegation is a learned skill for high achievers. If you’re leading a team, you probably got here through years of giving 150% as an individual contributor. 👉 You likely thrive on individual achievement. 👉 You’re probably used to getting things done yourself. 👉 You might be afraid that someone else won’t do things as well as you do. But also understand that… ☀ As a people manager, it is your job to delegate well. ☀ To meet your company goals, you need to delegate clearly and consistently.   ☀ And for your employees to grow, they need the opportunity to take on bigger projects. 3 ways to get more comfortable delegating: 1️⃣ Address the elephant in the room. Acknowledge that you as a leader are working on delegating better, and what you think will improve as a result. When people know what you are working on, they can help support your growth in that direction. 2️⃣ Delegate full projects, not one-off tasks. No one likes to be handed partway done work, where the interesting part has already been done. When delegating projects, give full ownership to the new owner. You can provide guidelines and share your experience, but allow the new owner to approach the project in their own way, and to be responsible for the results. 3️⃣ Schedule regular reviews of what’s on your plate. To delegate, you must make room to identify what needs to be delegated. Put this time on your calendar, and it doesn’t have to be a solo endeavor. You can do this with your teammates and figure out together what ownership looks like. Ultimately, delegation can be a pathway not just for more efficient workflows, but also deeper trust. ❓ What can you delegate that you’ve been holding on to? ❓ What other tips do you have for healthy delegation? Please ♻ reshare if you found this helpful! *** 👋 I’m Jessica, a leadership and executive coach with 18 years of experience leading marketing teams in tech, startups, and the arts. 🎶 For the past two decades, I’ve also had an active singing career as a classically trained singer. 🔔 Ring the bell on my profile to get notified about my tips on leadership, marketing strategy, and how to design an integrated life.