Principles as a Lead
Delegate
It’s okay to ask for help.
You are allowed to share responsibility and delegate accordingly. Using Mindtool’s guidelines, please feel free to use the following principles to delegate successfully:
Clearly articulate the desired outcome. Begin with the end in mind and specify the desired results.
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?
Where possible, include people in the delegation process. Empower them to decide what tasks are to be delegated to them and when.
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.
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 everyday work. This also increases workplace efficiency, and helps to develop people.
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.
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 their own methods and processes. This facilitates success and trust.
Avoid "upward delegation." If there is a problem, don't allow the person to shift responsibility for the task back to you. Instead, ask for recommended solutions and don't simply provide an answer.
Build motivation and commitment. Discuss how success will impact rewards, future opportunities, informal recognition, and other desirable consequences. Provide recognition where deserved.
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 the work.
In thoroughly considering these key points prior to and during the delegation process, you will find that you delegate more successfully.
Address Blockers Proactively
It's understandable that team members may express their concerns or encounter blockers, as we are all learning. Including learning to work with each other. Nevertheless, it's important to avoid dwelling on the obstacles that are impeding progress. When someone brings up a blocker, work together, as a team to provide potential solutions on how to overcome it. By doing so, we can move ahead swiftly and efficiently.
Get Comfortable Being Uncomfortable
Are you nervous you don’t have enough skill? Perfect, then you’re in the right place! This is the story for every project, it's working through the ambiguity and what you don't know.
Listen…you’re never going to be 100% ready, and that’s okay! You have to start BEFORE you’re ready because that’s how you learn. Welcome to the edge of your comfort zone.
You will need to learn a lot on the job. With that in mind, if anyone wants to learn at Tech Fleet, they have to take the initiative to use their resources to find the answers themselves – same goes for leads. It’s okay to not have all the answers all the time.
Lean into your pain by asking questions and stay vocal. Don't be afraid to make mistakes on camera because it makes you human, and your team will see that. Set the right example on how you would approach the project because your team will look to you for guidance and behavior.
Getting comfortable being uncomfortable has a true meaning here. Like anything at Tech Fleet, you get what you put into it. And I mean this in the best way possible. The best (and simplest) way to be prepared is just to take it seriously:
Care about the project
Care about your team
Care about your client
Care for yourself
Build Partnerships
This is the most important aspect of any project’s success – build partnerships, and lean on those who uplift you.
Over Communicate
One of the main aspects of being a leader is managing the nuances in communication cross-functionally. This can be said for any team member (leads or apprentices), but it’s especially important for leads so they set the right example for their peers. Remember that people will do what you allow.
Consider scheduling project time for Case Studies
Scheduling dedicated time for case studies within the 8-week project timeline can greatly benefit the team by increasing the likelihood of producing portfolio pieces. Since the whole team will still be active this could also make it easier to take screenshots or share specific documents. These case studies could also be incorporated into handoff documents for future phases, providing valuable context and insights for the next team.
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