Whether you’re managing a single team or an entire organization, the key to delegating work well is to be clear about what you expect, stay engaged along the way to increase the likelihood of success, and create accountability on the back end.
When assigning a new project, use this worksheet to get aligned on expectations, resources, constraints, and how you'll monitor progress.
For complex projects, it's helpful to have a written plan that lays out "who will do what by when," including interim deadlines for smaller components.
Try our "MOCHA" model (Manager, Owner, Consulted, Helper, Approver) to articulate who should play what role throughout the course of work.
When looking for work you can delegate, ask yourself: what are the areas where your impact is much greater than your staff's, not just a bit better? Here's a worksheet that will help.
By debriefing at the end of a project, you can capture lessons learned to ensure even better results next time. This template will help you ask the right questions.
To help you monitor progress and understand how work is really going, here are some probing questions that will help you get beneath the surface.
Here's an email you can use to introduce our MOCHA terminology for managing projects to your staff and get everyone using the same vocabulary.
Check out some examples of PTR in action, and how to manage towards your requirements with your preferences and traditions in mind.
- Don’t Take the Work Back! How to Avoid the Delegation Boomerang
- Delegation Boomerang FAQ
- “That’s how we’ve always done it!” (A guide to using PTR)
- How to Make the Implicit Explicit … and Increase Your Team’s Ability to Get Excellent Results
- How to Transfer Ownership to Staff Members
- Staying Involved Without Micromanaging
- How to Delegate When You Don’t Know What You Want
- Are There Times When You Shouldn’t Delegate?
- MOCHA: Avoid These Pitfalls!