Here's how you can effectively communicate expectations when delegating tasks.

While I agree it’s essential to have clarity of communication, I much prefer, wherever possible, to work with my team. First, we discuss the why and then work to determine the what; from there, they can define the who, how, and when. Sometimes, I may need to be more hands-on and provide the why, what, and due date, but still, I can leave the how up to them. I believe buy-in, feeling respected, and valued are vital. As such, I avoid micromanaging or involving myself where I am not needed. So, as much as possible, I try to provide space, flexibility, and ownership over a task. I only go as far as necessary and trust my team to resolve the details, and if they can't, they will let me know so I can provide additional support and direction.

The most effective way to set expectations is to have the person you are delegating to specify the criteria. This sometimes requires negotiation: but if you do this routinely, and override their proposal only when necessary (and through a discussion), they will feel more obligated to perform. Obviously clarity matters, and deadlines are usually part of the expectations. You increase clarity by summarizing, once the exchange is over, what was agreed upon: including deadlines, resources, milestones and updates, feedback, as well as a sense of why this matters and how important it is.

Tell them why this task matters and how it helps the whole project. When people see why their work is important, they feel more motivated and interested. Giving clear instructions helps people feel confident and take charge of their work.

Consider an employee’s experience level when assigning a task. “Clarity” looks different from each individual’s perspective. If the terms you are using mean nothing to the subject, then you have not achieved clarity in your communication. Empathy increases clarity. Instead of an acronym, maybe spell out the words in a parenthetical. Instead of referencing a collaborator by name, perhaps add their email as well. These small changes can cut down on questions while still familiarizing the employee with your written vernacular.

Setting expectations for the employee or team member you are delegating with begins with determining what the final project or result looks like to both you and the individual you are delegating to. Nothing is more demoralizing to an employee or team member than putting in hours of work into a project to be told they are wrong. There must be a common understanding of what the complete package looks like for success. Larger projects should include milestones that require updates to ensure that the team member is on the right course for success.

A deadline is a finish line. In the end, there may be those who have the responsibility to evaluate how and if you stayed in your lane, the fluidity of how you completed the task and if the end result was success. The timeliness in which you completed the assignment is important. “Take as much time is you need” comments should be a signal to prioritize the steps needed to accomplish the task(s) in a reasonably timely manner - while providing brief updates on your progress. Begin with the end in mind so you may stay on task. Finally, identify foreseeable challenges so you may explore viable options as they arise.

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You don’t have all the answers. When identifying the resources needed for any project you are delegating, first ask the employee assigned. They may already have a program they are more familiar with than you. Or perhaps they prefer working with that software vs the one you suggested? Let the employee take ownership over the task from this early stage and you’ll build their level of investment in the final product. If it’s an expensive solution, see if there are other ways to justify the cost. This is a great way to show an employee you are investing in them as an individual, not a cog in a machine.

The approach is dependant on whether this is a new task or an existing task that you are delegating. If it is a new task, then the person assigned the task needs to have the support and willingness to not only research and develop the right way to do it, but to track how they work and build a strategy to pivot if and when it doesn't. They should understand how to work within an innovation-focused company for developing and testing solutions. However, if this is an existing task, then the best way to communicate and support the employee is through clear processes and an understanding of how to improve that process. Either way, an innovative mindset and understanding how to develop appropriate solutions to problems is an important skill!

Expectations are key to having good results. The greater the gap between expectations and results, the greater the opportunity for dissatisfaction. So we encourage folks both giving and receiving delegated tasks/projects to use a simple template that encourages greater clarity. When it's easy to fill out the template it becomes clear that everything has been thought through. When there are questions that stump either side, more conversation is needed to drive clarity and close the potential gap between expectations and results. It seems the most often overlooked question is what is the authority given to the person receiving the task to make decisions. This often leads to frustration down the road.

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Yes, empower your team to make decisions. Trust is vital and leads to better outcomes and productivity. Find out each team members strengths and weaknesses and take advantage of their strengths.

While all of these elements are important to successful delegation outcomes, without choosing the right person to whom to delegate, these efforts are likely to produce less than ideal results. Take the time to consider the skills necessary to carry out the task to be delegated. Select a team member who has both the skills and the capacity to take on the task. By beginning with this step, you'll set yourself and team member up for success.

Monitor and Adjust Track Progress: Keep track of the delegate’s progress to ensure the task stays on track. Adjust as Needed: Be prepared to make adjustments to the plan if new information or challenges arise.