My management?

Now for over a year that I have wondered about delegation at work: First step in the delegation of work

What about today?

My observation is in the positive.

Young in the delegation, I analyzed how I lived my experience of both fixed-price projects, TMA or even Technical Assistant before going intern in Aeronautics.
I practice some personal rules of working together. Everyone applies their way of working according to their experiences and concept of shared work. I decide to apply my own way of working without resigning myself to copying those of others. I think this is the best choice to make.

I am fortunate to be relatively free in my management in a team that accepts change.

Here are some of my rules for knowing how to work together:

1. Give visibility: on the objectives, milestones, and their roles
   I note that giving visibility to his colleagues, to the extent of the confidentiality of the subjects, allows them to project themselves, to reassure themselves, to set milestones and therefore to involve them more.
   (Nothing more frustrating for a provider, for example, not to know month by month what they are going to ask them to achieve.)
2. Discuss with them the estimates in terms of complexity or time on the tasks to be performed
   Indeed, I have observed three types of personality:
   - One who needs to have a given estimate in order to acquire evaluation skills from his own work. This given assessment orients him and allows him to prioritize his tasks and see more quickly what cannot be achieved in time without intervention.
   - The one who needs to express in an evaluation in order to positively criticize the estimate. The divergence often stems from a design and a difference in solution. An exchange on the problems and solutions allow to better choose or correct the estimates.
   - The more resistant one: either the doing who wishes to have independence, or the knowing one who does not wish to divulge a figure in order to maintain control over his budget. With these two approaches, this demonstrates a problem of individualization and therefore of disjointed objectives which can lead to tensions.

   To these three profiles, it is important to communicate and show the interest in sharing the estimates. This comes from building a common goal in measuring confidentiality and the amount of autonomy to be granted.

3. Confront and build together on sensitive subjects
   Giving value to the other's point of view will involve it, allow you to reorient yourself, to have feedback on your own initial choices.
4. Promote their development according to their desires
   Aim to develop your colleagues according to their professional goals. Make sure that most of their time performs value-added tasks according to their level.
5. Do not entrust a task too early and inaccessible
   Nothing more frustrating than not being able to complete a task. Give challenging but accessible tasks. Control the risks anyway with the possibility of having support to get through the stage.
6. Put your hand in the sludge when necessary
   At times of drift, do not hesitate to reinforce yourself or call on a third person to avoid drifts in order on the one hand to control the risks and on the other by showing your involvement. this will clarify the importance of the tasks entrusted and will reassure the best of the work of your colleagues.
7. Learn from them
   Learn from them and capitalize on their knowledge and skills. Keep in mind that everyone has their own experience and things to share.
8. Accept that he is no longer with you
   You must also accept that their professional orientation leads them to no longer work with you. Seek to help them progress and progress with them during their presence. You will benefit from having the best of yourself.

Picture's source : Business photo created by kues - www.freepik.com