# data[].attributes.headline
Burke, R., & Barron, S. (2014). Project management leadership: Building creative teams (2nd ed.). Wiley & Sons. 

# data[].attributes.subject
Burke, R., & Barron, S. (2014). Project management leadership: Building creative teams (2nd ed.). Wiley & Sons. 

# data[].attributes.body
This book provides a foundational understanding of how effective teamwork is developed, including Belbin’s team roles and practical strategies for building high performing teams.

# data[].attributes.headline
MindTools. (n.d.). Team building exercises and activities.

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MindTools. (n.d.). Team building exercises and activities.

# data[].attributes.body
This resource provides practical, ready to use team building strategies that leaders can apply to strengthen group cohesion and collaboration.

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Related Articles

Will There be Donuts? Start a Business Revolution One Meeting at a Time

Don't Just Do Something, Stand There! Ten Principles for Leading Meetings that Matter

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Easing Group Contribution

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Have you ever been to an event when the ice breaker session went badly?

Just as a great session can smooth the way for a great event, a bad session can be a recipe for disaster. A bad session is at best simply a waste of time, or worse an embarrassment for everyone involved.

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This article discusses ice breaker activities that you can use in person. If you're looking for advice on how to bring remote workers together, see our article on Virtual Ice Breakers.

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Ice Breakers - Easing Group Contribution

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Find out how icebreakers can make or break an event. Our article and video offer advice on great ways to kick-start your event.

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Katzenbach, J. R., & Smith, D. K. (2005). The wisdom of teams: Creating the high-performance organization. HarperBusiness.

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Katzenbach, J. R., & Smith, D. K. (2005). The wisdom of teams: Creating the high-performance organization. HarperBusiness.

# data[].attributes.body
This text examines team collaboration and performance, offering case studies and best practices for leaders.

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Haas, M., & Mortensen, M. (2016). The secrets of great teamwork. Harvard Business Review.

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Haas, M., & Mortensen, M. (2016). The secrets of great teamwork. Harvard Business Review.

# data[].attributes.body
This article explains the dynamics of modern teams, including the importance of a compelling direction, strong structure, and supportive context.

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Over the years, as teams have grown more diverse, dispersed, digital, and dynamic, collaboration has become more complex. But though teams face new challenges, their success still depends on a core set of fundamentals. As J. Richard Hackman, who began researching teams in the 1970s, discovered, what…

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Sinek, S. (2014, May). Why good leaders make you feel safe. TED. [Video]. YouTube.

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Sinek, S. (2014, May). Why good leaders make you feel safe. TED. [Video]. YouTube.

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This talk emphasizes how trust and safety within a team environment strengthen collaboration and performance.

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Why good leaders make you feel safe | Simon Sinek | TED

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Whitmore, J. (2017). Coaching for performance (5th ed.). Nicholas Brealey.

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Whitmore, J. (2017). Coaching for performance (5th ed.). Nicholas Brealey.

# data[].attributes.body
This book provides a framework for using coaching to improve individual and team performance in leadership.

# data[].attributes.body
This article offers strategies for shifting from traditional management to a coaching based approach.

# data[].attributes.headline
International Coaching Federation. (n.d.). Core competencies of coaching. 

# data[].attributes.subject
International Coaching Federation. (n.d.). Core competencies of coaching. 

# data[].attributes.body
This framework defines professional coaching standards and offers guidance on best practices for leaders adopting a coaching style.

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ICF Core Competencies | Coaching Standards and Best Practices

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Master the ICF Core Competencies and enhance your coaching skills. Explore fundamentals that set the global standard for professional coaching excellence.

# data[].attributes.headline
Bungay Stanier, M. (2019, May). The advice trap. TEDx. [Video]. YouTube.

# data[].attributes.subject
Bungay Stanier, M. (2019, May). The advice trap. TEDx. [Video]. YouTube.

# data[].attributes.body
This talk explains how leaders can resist the urge to provide advice and instead empower team members by asking powerful questions.

# data[].attributes.headline
Goleman, D. (2000). Leadership that gets results. Harvard Business Review.

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Goleman, D. (2000). Leadership that gets results. Harvard Business Review.

# data[].attributes.body
This article explores six leadership styles, highlighting coaching as an effective tool for long term development.

# data[].attributes.headline
Kram, K. E. (1985). Mentoring at work: Developmental relationships in organizational life. Scott Foresman.

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Kram, K. E. (1985). Mentoring at work: Developmental relationships in organizational life. Scott Foresman.

# data[].attributes.body
This text explores the role of mentoring relationships in professional and organizational development.

# data[].attributes.headline
National Mentoring Resource Center. (n.d.). [Website].

# data[].attributes.subject
National Mentoring Resource Center. (n.d.). [Website].

# data[].attributes.body
This site offers research- tools, guides, and case studies for designing and improving mentoring programs.

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Welcome to the National Mentoring Resource Center, the nation's premier source of training, technical assistance, tools, research summaries, and other information for youth mentoring programs. Click here to learn more about our work.

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Home - National Mentoring Resource Center

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Zachary, L. J., & Fischler, L. A. (2015). What the best mentors do. Harvard Business Review

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Zachary, L. J., & Fischler, L. A. (2015). What the best mentors do. Harvard Business Review

# data[].attributes.body
This article highlights practical strategies mentors use to provide meaningful guidance and support.

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Sandberg, S. (2010, December). Why we have too few women leaders. TED. [Video]. YouTube.

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Sandberg, S. (2010, December). Why we have too few women leaders. TED. [Video]. YouTube.

# data[].attributes.body
This talk emphasizes the role of mentorship and sponsorship in advancing leadership opportunities.

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Why we have too few women leaders | Sheryl Sandberg

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Center for Creative Leadership. (n.d.). Best practices in mentoring programs. [Website]. 

# data[].attributes.subject
Center for Creative Leadership. (n.d.). Best practices in mentoring programs. [Website]. 

# data[].attributes.body
This resource provides organizational strategies for designing and sustaining effective mentoring initiatives.

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Center for Creative Leadership - Innovation

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Home - Center for Creative Leadership - Innovation

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Fisher, R., Ury, W., & Patton, B. (2011). Getting to yes: Negotiating agreement without giving in. Penguin Books. 

# data[].attributes.subject
Fisher, R., Ury, W., & Patton, B. (2011). Getting to yes: Negotiating agreement without giving in. Penguin Books. 

# data[].attributes.body
This book presents a principled negotiation framework that helps leaders find win-win solutions without unnecessary conflict.

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Harvard Law School Program on Negotiation. (n.d.). Negotiation resources. [Website].

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Harvard Law School Program on Negotiation. (n.d.). Negotiation resources. [Website].

# data[].attributes.body
This resource hub offers articles, case studies, and simulations for improving negotiation skills.

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PON - Program on Negotiation at Harvard Law School

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The Program on Negotiation (PON) is a consortium program of Harvard University, Massachusetts Institute of Technology, and Tufts University and serves as an interdisciplinary research center dedicated to developing the theory and practice of negotiation and dispute resolution in a range of public and private settings. PON's mission includes nurturing the next generation of negotiation teachers and scholars, helping students become more effective negotiators, and providing a forum for the discussion of ideas.

Founded in 1983 and based at Harvard Law School, PON is a consortium program of Harvard University, Massachusetts Institute of Technology, and Tufts University, with scholars and students from numerous fields of study, including law, business, government, psychology, economics, anthropology, the arts, and education. PON activities include conferences, seminars, research projects, publications, a film series, and an annual event honoring a Great Negotiator for singular achievements as a skilled negotiator in complex situations. Each year over a thousand students take PON negotiation courses, and instructors throughout the world depend on PON materials to teach their courses.

Insight. Expert Analysis. Tips. Research. Advice.

All brought to you from the blog at the Program on Negotiation at Harvard Law School. The blog examines past and current negotiations from many fields including business, government, education and law. Read the blog daily and you will learn how to improve your skills at the negotiating table.

The Program on Negotiation offers a number of courses taught by leading Harvard faculty and experts in the field of negotiation, mediation, and conflict management. The courses range from one-day, three-day, and five-day workshops to semester-length courses. Participants come from around the world from both the for-profit and nonprofit sectors, as well as a wide range of professions, including business, diplomacy, government, the military, law, and education. The diverse participant mix creates a dynamic interchange of perspectives and a network of friends and contacts that often last long after the seminar has ended.

The Program on Negotiation publishes the quarterly academic journal, Negotiation Journal. This publication draws on ideas from leading authorities and scholars in the field of negotiation - academics who are the best in their fields.

The Program on Negotiation Teaching Negotiation Resource Center offers a wide range of educational materials for university classroom settings and corporate trainings, for mediators and facilitators, and for individuals seeking to enhance their skills and knowledge. Materials include role-play simulations, videos, books, periodicals, and case studies.

This new three-day program will take place at designated partner facilities in host countries, and will largely mirror the extremely popular Executive Education program that PON has offered in Cambridge, Massachusetts, for more than 30 years.

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The Program on Negotiation (PON) is a consortium program of Harvard University, Massachusetts Institute of Technology, and Tufts University and serves as an interdisciplinary research center dedicated to developing the theory and practice of negotiation and dispute resolution in a range of public and private settings.

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Weiss, R. (2019). 15 rules for negotiating a job offer. Harvard Business Review.

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Weiss, R. (2019). 15 rules for negotiating a job offer. Harvard Business Review.

# data[].attributes.body
This article provides practical tips for negotiation that can be applied across professional contexts.

# data[].attributes.headline
Ury, W. (2010, October). The walk from no to yes. TED. [Video]. YouTube.

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Ury, W. (2010, October). The walk from no to yes. TED. [Video]. YouTube.

# data[].attributes.body
This talk explains how to transform conflict into cooperation through principled negotiation.

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The walk from "no" to "yes" | William Ury

# data[].attributes.headline
Malhotra, D., & Bazerman, M. (2007). Negotiation genius: How to overcome obstacles and achieve brilliant results at the bargaining table and beyond. Bantam.

# data[].attributes.subject
Malhotra, D., & Bazerman, M. (2007). Negotiation genius: How to overcome obstacles and achieve brilliant results at the bargaining table and beyond. Bantam.

# data[].attributes.body
This book offers advanced strategies and psychological insights for high stakes negotiations.

# data[].attributes.headline
Pink, D. H. (2011). Drive: The surprising truth about what motivates us. Riverhead Books.

# data[].attributes.subject
Pink, D. H. (2011). Drive: The surprising truth about what motivates us. Riverhead Books.

# data[].attributes.body
This book explores the science of intrinsic motivation, focusing on autonomy, mastery, and purpose.

# data[].attributes.headline
Deci, E. L., & Ryan, R. M. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68–78. https://doi.org/10.1037/0003-066X.55.1.68. 

# data[].attributes.subject
Deci, E. L., & Ryan, R. M. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68–78. https://doi.org/10.1037/0003-066X.55.1.68. 

# data[].attributes.body
This foundational research article outlines self determination theory and how it effects motivation.

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Pink, D. H. (2009, July). The puzzle of motivation. TED. [Video]. YouTube.

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Pink, D. H. (2009, July). The puzzle of motivation. TED. [Video]. YouTube.

# data[].attributes.body
This talk challenges traditional reward systems and presents research on intrinsic motivation.

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The puzzle of motivation | Dan Pink | TED

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Dewhurst, M., Guthridge, M., & Mohr, E. (2009). Motivating people: Getting beyond money. Harvard Business Review. 

# data[].attributes.subject
Dewhurst, M., Guthridge, M., & Mohr, E. (2009). Motivating people: Getting beyond money. Harvard Business Review. 

# data[].attributes.body
This article examines research on non monetary motivators, such as purpose and recognition.

# data[].attributes.body
This site provides tools, activities, and strategies for motivating individuals and teams.

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Take this interactive quiz to help you find out how self-motivated you are so that you can motivate yourself effectively, and get more things done.

# data[].attributes.headline
Burke, R., & Barron, S. (2014). Project management leadership: Building creative teams (2nd ed.). Wiley & Sons. 

# data[].attributes.subject
Burke, R., & Barron, S. (2014). Project management leadership: Building creative teams (2nd ed.). Wiley & Sons. 

# data[].attributes.body
This book includes a chapter on delegation, offering strategies for distributing tasks effectively while maintaining accountability.

# data[].attributes.headline
Gallo, A. (2019). How to delegate more effectively. Harvard Business Review.

# data[].attributes.subject
Gallo, A. (2019). How to delegate more effectively. Harvard Business Review.

# data[].attributes.body
This article provides step-by-step advice for leaders who want to delegate responsibilities.

# data[].attributes.headline
Center for Creative Leadership. (n.d.). Delegation: A critical leadership skill. [Website].

# data[].attributes.subject
Center for Creative Leadership. (n.d.). Delegation: A critical leadership skill. [Website].

# data[].attributes.body
This resource outlines strategies for leaders to use delegation as a tool for team members.

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CCL Passport™
Unlock unlimited access to our world-class, research-based leadership development content and solutions.

# data[].attributes.headline
MindTools. (n.d.). Successful delegation. 

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MindTools. (n.d.). Successful delegation. 

# data[].attributes.body
This talk emphasizes simplifying systems to make delegation and accountability more effective.

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Even "Super You" needs help and support. There is no shame in asking for assistance. Push aside the pride and show respect for the talent others can bring to the table.

And, remember that there is no such thing as a single-handed success: when you include and acknowledge all those in your corner, you propel yourself, your teammates and your supporters to greater heights.
- Author Unknown

Do you feel stressed and overloaded? Or that your career seems stalled? If so, then you may need to brush up your delegation skills!

If you work on your own, there's only a limited amount that you can do, however hard you work. You can only work so many hours in a day. There are only so many tasks you can complete in these hours. There are only so many people you can help by doing these tasks. And, because the number of people you can help is limited, your success is limited.

However, if you're good at your job, people will want much more than this from you. This can lead to a real sense of pressure and work overload: you can't do everything that everyone wants, and this can leave you stressed, unhappy, and feeling that you're letting people down.

On the positive side, however, you're being given a tremendous opportunity if you can find a way around this limitation. If you can realize this opportunity, you can be genuinely successful!

One of the most common ways of overcoming this limitation is to learn how to delegate your work to other people. If you do this well, you can quickly build a strong and successful team of people, well able to meet the demands that others place. This is why delegation is such an important skill, and is one that you absolutely have to learn!

Why People Don't Delegate

To figure out how to delegate properly, it's important to understand why people avoid it. Quite simply, people don't delegate because it takes a lot of up-front effort.

After all, which is easier: designing and writing content for a brochure that promotes a new service you helped spearhead, or having other members of your team do it? You know the content inside and out. You can spew benefit statements in your sleep. It would be relatively straightforward for you to sit down and write it. It would even be fun! The question is, "Would it be a good use of your time?"

While on the surface it's easier to do it yourself than explain the strategy behind the brochure to someone else, there are two key reasons that mean that it's probably better to delegate the task to someone else:

First, if you have the ability to spearhead a new campaign, the chances are that your skills are better used further developing the strategy, and perhaps coming up with other new ideas. By doing the work yourself, you're failing to make the best use of your time.

Second, by meaningfully involving other people in the project, you develop those people's skills and abilities. This means that next time a similar project comes along, you can delegate the task with a high degree of confidence that it will be done well, with much less involvement from you.

Delegation allows you to make the best use of your time and skills, and it helps other people in the team grow and develop to reach their full potential in the organization.

When to Delegate

Delegation is a win-win when done appropriately, however, that does not mean that you can delegate just anything. To determine when delegation is most appropriate there are five key questions you need to ask yourself:

Is there someone else who has (or can be given) the necessary information or expertise to complete the task? Essentially is this a task that someone else can do, or is it critical that you do it yourself?

Does the task provide an opportunity to grow and develop another person's skills?

Is this a task that will recur, in a similar form, in the future?

Do you have enough time to delegate the job effectively? Time must be available for adequate training, for questions and answers, for opportunities to check progress, and for rework if that is necessary.

Is this a task that I should delegate? Tasks critical for long-term success (for example, recruiting the right people for your team) genuinely do need your attention.

If you can answer "yes" to at least some of the above questions, then it could well be worth delegating this job.

Tip:

Other factors that contribute to the delegability of a task include:

1. The project's timelines/deadlines.

How much time is there available to do the job?

Is there time to redo the job if it's not done properly the first time?

What are the consequences of not completing the job on time?

2. Your expectations or goals for the project or task(s), including:

How important is it that the results are of the highest possible quality?

Is an "adequate" result good enough?

Would a failure be crucial?

How much would failure impact other things?

That being said, having all these conditions present is no guarantee that the delegated task will be completed successfully either. You also need to consider to whom you will delegate the task and how you will do it.

The Who and How of Delegating

Having decided to delegate a task there are some other factors to consider as well. As you think these through you can use our free Delegation Log worksheet to keep record of the tasks you choose to delegate and who you want to delegate them to.

To Whom Should You Delegate?

The factors to consider here include:

1. The experience, knowledge and skills of the individual as they apply to the delegated task.

What knowledge, skills and attitude does the person already have?

Do you have time and resources to provide any training needed?

2. The individual's preferred work style.

How independent is the person?

What does he or she want from his or her job?

What are his or her long-term goals and interests, and how do these align with the work proposed?

3. The current workload of this person.

Does the person have time to take on more work?

Will you delegating this task require reshuffling of other responsibilities and workloads?

Tip:

When you first start to delegate to someone, you may notice that he or she takes longer than you do to complete tasks. This is because you are an expert in the field and the person you have delegated to is still learning. Be patient: if you have chosen the right person to delegate to, and you are delegating correctly, you will find that he or she quickly becomes competent and reliable.

How Should You Delegate?

Use the following principles to delegate successfully:

1. Clearly articulate the desired outcome. Begin with the end in mind and specify the desired results.

2. Clearly identify constraints and boundaries. Where are the lines of authority, responsibility and accountability? Should the person:

Wait to be told what to do?

Ask what to do?

Recommend what should be done, and then act?

Act, and then report results immediately?

Initiate action, and then report periodically?

3. Where possible, include people in the delegation process. Empower them to decide what tasks are to be delegated to them and when.

4. Match the amount of responsibility with the amount of authority. Understand that you can delegate some responsibility, however you can't delegate away ultimate accountability. The buck stops with you!

5. Delegate to the lowest possible organizational level. The people who are closest to the work are best suited for the task, because they have the most intimate knowledge of the detail of everyday work. This also increases workplace efficiency, and helps to develop people.

6. Provide adequate support, and be available to answer questions. Ensure the project's success through ongoing communication and monitoring as well as provision of resources and credit.

7. Focus on results. Concern yourself with what is accomplished, rather than detailing how the work should be done: Your way is not necessarily the only or even the best way! Allow the person to control his or her own methods and processes. This facilitates success and trust.

8. Avoid "upward delegation." If there is a problem, don't allow the person to shift responsibility for the task back to you: ask for recommended solutions; and don't simply provide an answer.

9. Build motivation and commitment. Discuss how success will impact financial rewards, future opportunities, informal recognition, and other desirable consequences. Provide recognition where deserved.

10. Establish and maintain control.

Discuss timelines and deadlines.

Agree on a schedule of checkpoints at which you'll review project progress.

Make adjustments as necessary.

Take time to review all submitted work.

In thoroughly considering these key points prior to and during the delegation process you will find that you delegate more successfully.

Keeping Control

Now, once you have worked through the above steps, make sure you brief your team member appropriately. Take time to explain why they were chosen for the job, what's expected from them during the project, the goals you have for the project, all timelines and deadlines and the resources on which they can draw. And agree a schedule for checking-in with progress updates.

Lastly, make sure that the team member knows that you want to know if any problems occur, and that you are available for any questions or guidance needed as the work progresses.

We all know that as managers, we shouldn't micromanage. However, this doesn't mean we must abdicate control altogether: In delegating effectively, we have to find the sometimes-difficult balance between giving enough space for people to use their abilities to best effect, while still monitoring and supporting closely enough to ensure that the job is done correctly and effectively.

The Importance of Full Acceptance

When delegated work is delivered back to you, set aside enough time to review it thoroughly. If possible, only accept good quality, fully-complete work. If you accept work you are not satisfied with, your team member does not learn to do the job properly. Worse than this, you accept a whole new tranche of work that you will probably need to complete yourself. Not only does this overload you, it means that you don't have the time to do your own job properly.

Of course, when good work is returned to you, make sure to both recognize and reward the effort. As a leader, you should get in the practice of complimenting members of your team every time you are impressed by what they have done. This effort on your part will go a long way toward building team member's self-confidence and efficiency, both of which will be improved on the next delegated task; hence, you both win.

Key Points

At first sight, delegation can feel like more hassle than it's worth, however by delegating effectively, you can hugely expand the amount of work that you can deliver.

When you arrange the workload so that you are working on the tasks that have the highest priority for you, and other people are working on meaningful and challenging assignments, you have a recipe for success.

To delegate effectively, choose the right tasks to delegate, identify the right people to delegate to, and delegate in the right way. There's a lot to this, but you'll achieve so much more once you're delegating effectively!

Check how effectively you're delegating now with our " How Well Do You Delegate?" quiz.
Download Worksheet

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Successful Delegation: Using the Power of Other People's Help

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Even "Super You" needs help and support. There is no shame in asking for assistance. Push aside the pride and show respect for the talent others can bring to the table. And, remember that there is no such thing as a single-handed success: when you include and acknowledge all those in your corner, you propel yourself, your teammates and your supporters to greater heights.

# data[].attributes.body
Bungay Stanier, M. (2019, May). The advice trap. TEDx. [Video]. YouTube. https://www.youtube.com/watch?v=Kl0rmxg5OX0

Burke, R., & Barron, S. (2014). Project management leadership: Building creative teams (2nd ed.). Wiley & Sons.

Center for Creative Leadership. (n.d.). Best practices in mentoring programs. https://cclinnovation.org/

Center for Creative Leadership. (n.d.). Delegation: A critical leadership skill. https://ccl.org/articles/leading-effectively-articles/delegating-effectively/

Deci, E. L., & Ryan, R. M. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68–78. https://doi.org/10.1037/0003-066X.55.1.68

Dewhurst, M., Guthridge, M., & Mohr, E. (2009). Motivating people: Getting beyond money. Harvard Business Review. https://hbr.org/2009/01/motivating-people-getting-beyond-money

Fisher, R., Ury, W., & Patton, B. (2011). Getting to yes: Negotiating agreement without giving in. Penguin Books.

Gallo, A. (2019). How to delegate more effectively. Harvard Business Review. https://hbr.org/2019/07/how-to-delegate-more-effectively

Goleman, D. (2000). Leadership that gets results. Harvard Business Review.

Haas, M., & Mortensen, M. (2016). The secrets of great teamwork. Harvard Business Review. https://hbr.org/2016/06/the-secrets-of-great-teamwork

Harvard Law School Program on Negotiation. (n.d.). Negotiation resources. https://www.pon.harvard.edu/

Ibarra, H., & Scoular, A. (2019). The leader as coach. Harvard Business Review. https://hbr.org/2019/11/the-leader-as-coach

International Coaching Federation. (n.d.). Core competencies of coaching. https://coachingfederation.org/core-competencies

Katzenbach, J. R., & Smith, D. K. (2005). The wisdom of teams: Creating the high-performance organization. HarperBusiness.

Kram, K. E. (1985). Mentoring at work: Developmental relationships in organizational life. Scott Foresman.

Malhotra, D., & Bazerman, M. (2007). Negotiation genius: How to overcome obstacles and achieve brilliant results at the bargaining table and beyond. Bantam.

MindTools. (n.d.). Motivation skills. https://www.mindtools.com/pages/article/newLDR_57.htm

MindTools. (n.d.). Successful delegation. https://www.mindtools.com/pages/article/newLDR_98.htm

MindTools. (n.d.). Team building exercises and activities. https://www.mindtools.com/pages/article/newLDR_76.htm

Pink, D. H. (2009, July). The puzzle of motivation. TED. [Video]. YouTube. https://www.youtube.com/watch?v=rrkrvAUbU9Y

Pink, D. H. (2011). Drive: The surprising truth about what motivates us. Riverhead Books.

Sandberg, S. (2010, December). Why we have too few women leaders. TED. [Video]. YouTube. https://www.youtube.com/watch?v=18uDutylDa4

Sinek, S. (2014, May). Why good leaders make you feel safe. TED. [Video]. YouTube. https://www.youtube.com/watch?v=lmyZMtPVodo

Ury, W. (2010, October). The walk from no to yes. TED. [Video]. YouTube. https://www.youtube.com/watch?v=Hc6yi_FtoNo

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