Here's how you can mitigate the potential risks of not delegating tasks in operational planning.

Build your team. Train them. Trust them. Forgive minor mistakes. They will learn from them. Remove those who cannot keep up.

Isolate the truth data of the task and have a concise desired end state. These things have been be agreed upon and understood by all key members. Ideally they are part of the this part of the process. Key members have to be absolutely accountable in delegation of tasks in their lane. Good and bad. This builds trust at many levels. Transparency! Key leader updates at appropriate intervals given timeframes. Focus on truth data previously defined and agreed upon end state. Unseen events happen… refer to paragraph 1. Transparency is mentorship. Communicate. Debrief openly win or fail. Refer to paragraph one for a simple methodology. At times specific shred outs within key groups is needed. Character limited sorry…

Identify critical tasks and concentrate on them, ensuring they are completed efficiently. Provide training and resources to team members. Establish clear objectives and timelines. Regularly review progress. Encourage team collaboration to distribute workload and share expertise.

To mitigate the potential risks of not delegating tasks in operational planning, start by recognizing the importance of distributing responsibilities. Delegation prevents burnout and ensures a balanced workload, enhancing productivity and team morale. Clearly define roles and responsibilities, matching tasks to team members' skills and strengths. Trust your team and provide the necessary resources and support. Implement regular check-ins to monitor progress and address any issues promptly. Encourage a collaborative culture where team members feel empowered to take ownership. Effective delegation not only mitigates risks but also fosters professional growth and drives operational success.

Evaluating the critical tasks for the operation is the first step; from there on, we need to safeguard these tasks by delegating and supporting the team in their assignments with clear metrics.

I don’t necessarily disagree but before you as the leader assign the goals, solicit input from those working on the project. If the goal of the team member is close to what you would have established as a leader, go with it, the subordinate will work twice as hard to ensure the goal is reached.

Having clear and communicated goals for everyone is fundamental in this aspect. Who does not measure, does not control, this is the key.;

Be available to provide guidance and feedback to your team. Provide necessary information and importantly provide resources needed for them to work and execute tasks set for them. It could be as simple as Office stationery, PC Units, a Virtual library or online access, unlimited internet access & of course vital notes and readings on the issue in question.

This is what Servant Leadership is all about. It’s not about doing the task for the Team, but it is all about ensuring the Team has what they need to accomplish the task. This includes prioritizing the use of the resources and reallocation as necessary.

An example of this that I have seen is to establish scheduled touch points. The intervals will depend on the tasks’ complexity and timeline at a minimum. Scheduling the touch points in advance not only helps keep the project on track it also avoids the idea that “the only time we meet is when something is wrong.”

Tendo decidido a criação de um plano de delegação, torna-se necessário o estabelecimento de metas para cada tarefa delegada, permitindo que cada membro da equipe entenda o que precisa ser feito. Ato contínuo, realizar treinamento com instruções claras, precisas e completas sobre como realizar a tarefa delegada. Por fim, monitorar o progresso dos membros da equipe na realização da tarefa delegada, fornecendo feedback e apoio visando que o trabalho seja realizado de acordo com as expectativas.

Many organizations do this, the best organizations review these comments prior to repeating the task in the future. Feedback is key, using the feedback in the future is essential.

It is becoming increasingly clear that feedback is an objective tool to bring about results; especially in the times of working from home, the team needs absolute clarity about their performance in relation to the entire project.

A comunicação com a equipe deverá ser clara e transparente, pois a delegação das tarefas exigira instruções claras e detalhadas, para que todos compreendam as expectativas e os objetivos. Como complemento, realização de sessões regulares de feedback para avaliar o progresso, resolução de dúvidas e ajustes necessários.