An exercise I do with executive clients with this challenge is using the, "What, Why, and How" framework. What needs to be done and why is it a step that’s needed in meeting goals. Then ask how they envision the task being done. Something I stress is agility and resilience—be open to your team suggesting other ways of doing things. True engagement is when your team has the motivation to apply their own methods and creativity to things.

What I would do, and how I would mental and executive on what to do when you’re struggling to delegate tasks. First of all I would start by identifying my role and what is income producing activity that I do as an executive, and what roles other people can do, without my expertise. I know this from my previous experience and the importance of delegating tasks is number 1 to reduce my own stress level and number 2 to recognise that I work as part of a team and each of us play roles to help each other to the end goal. I train executives to recognise stress as a signal to letting us know that we care about the Work, or the task at hand, delegating tasks is allowing others to support our role

This is important task of the day as you need to set it before you start your day at work. This Eisenhower matrix works like magic if you used it well. The 3rd quadrant, delegating task is where most of our valuable time saves. You need to delegate to the right person and the right task. It saves much time and avoid redundant work.

La matriz de Eisenhower te puede ayudar para clasificar tus tareas. Pero si te cuesta delegar, sugiero que primero reflexiones sobre cuáles son tus responsabilidades y con qué actividades aportas más valor. ¿Cuál es tu misión en la empresa y cuáles son los objetivos de tu área? ¿Cuáles son tus prioridades? A veces no vemos el bosque con tanto árbol y necesitamos dar un paso atrás.

In my experience, especially as a previous Business manager of seven different industry categories, was to make sure that every single person in a hierarchy of needs new 80% of the next person‘s role with the team, so when it came to delegating tasks to whom we knew who to delegate it to someone in the team was always able to do 80% of the next person‘s job so delegating became quite streamline and smooth. I believe in business is today due to the lack of collaboration and connection of hybrid work. This also makes it challenging, so I advice of what I would do On to whom to delegate to be to have an express to those next in line in my role, and stay in connection and collaboration with which also contributes to culture

The team environments that I have worked with and in, always required a level of clarity and direction. So how to delegate these tasks clearly was to have a handover that had a checklist. And the checklist went both ways. Have I clearly articulated the steps moving forward, and do I clearly understand the steps moving forward that I’m taking on and do I handover this responsibility? And do I take this responsibility? The leader always takes responsibility and it is up to the leader or executive to clearly articulate and ask if the delegation is clearand understood

Remember that work is not the only part of your life that exists. Give yourself the grace and love to rest and spend time with those you love and care about. Experiment with multiple tools (like what is mentioned in the article) and find what works best for you! Start small and incorporate small habits into your routine like meditation and breathwork!

In der rasanten Welt der Führung ist die Kunst des Loslassens und Vertrauens essenziell. Die Neigung, alles selbst zu steuern, erzeugt Stress und gefährdet die Gesundheit. Ein Paradigmenwechsel, unterstützt durch Mentoring, ist notwendig, um eine Balance zwischen Engagement und Delegation zu finden. Effektives Stressmanagement als Führungskraft erfordert ganzheitliche Selbstfürsorge: regelmäßige Bewegung, Entspannungstechniken, ausgewogene Ernährung und die Pflege positiver Beziehungen. Dies fördert nicht nur die persönliche Gesundheit, sondern steigert auch Leistung und Zufriedenheit im Team. Loslassen erfordert oft Mut und Vertrauen, in sich selbst und andere.

If you are struggling to delegate your tasks, I would like to invite you to think about where the struggle is coming from. Understanding the origin of the struggle can help you come up with the appropriate solutions! Sometimes it revolves around - 1. Not being able to give up tasks - An appropriate response would be to take a moment, focus on your goals and think about what you can possibility achieve if you were to focus on tasks that would help you move forward 2. Not trusting someone else to do a task like you would - Take a moment to recognize the talent of your team and focus on who would be a good fit for your task. You can also always supervise so that you are the one who gives the go-ahead before finishing the task. You got this!

Si te cuesta delegar sugiero que reflexiones cuál es tu reto exactamente. ¿No sabes qué delegar? ¿No sabes cómo delegar de forma efectiva? ¿Cuál es tu nivel de confianza hacia tus colaboradores para delegarles? ¿Tal vez crees que delegando pareces menos competente, que tienes que saber hacerlo todo? ¿Tienes el síndrome de salvador y no queriendo sobrecargar a tus colaboradores, te sobrecargas a ti mismo?

I completely disagree and this is something and somewhat of an unpopular opinion. If somebody has created a level of stress around delegating tasks to another team member I highly question their level of competency responsibility and ownership towards themselves the team members and the role that they play in the business or the company or the organisation. It is the persons individual responsibility, to articulate their levels of stress and emotionally intelligence to team members and others especially when it comes to their own emotions and feelings especially to their manager or leader. And then I highly recommend that they hire a mental or coach to support them with their role, take responsibility.