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.
Try our "MOCHA" model (Manager, Owner, Consulted, Helper, Approver) to establish clear roles on projects.
Here are some of the most common questions we hear about MOCHA roles and implementation.
Here's an email you can use to introduce our MOCHA model for clarifying project roles and get everyone using the same vocabulary.
When looking for work you can delegate, ask yourself: what are the areas where you can make the greatest impact and leverage your strengths? Use comparative advantage to decide what work you should own and what you should delegate.
Project leaders and managers: use this worksheet when delegating a new project or responsibility to get aligned on expectations, resources, constraints, and how you'll check in about progress.
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.
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.
Check out some examples of PTR in action, and how to manage towards your requirements with your preferences and traditions in mind.
Here is a list of some of the most common choice points, or key decision-making opportunities, managers face that may have equity and inclusion impacts.