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Hi everyone and welcome to part C of session 7 in PMGT 840, Developing as a

Project Leader.

In this final part of the module, we will focus on smart delegation and how

match the right tasks with the right people, time, and tools.

Let's explore how thoughtful delegation can help leaders manage urgency without

burning out or losing momentum.

Delegation is more than just handing off tasks.

It is about making strategic choices.

We will focus on how to align the right tasks with the right people at the right

time and using the right tools.

This approach can improve team performance, reduce overload, and build

leadership capacity.

True delegation is about turning routine responsibilities into meaningful

opportunities for others.

It boosts overall team productivity while helping individuals grow and

new skills.

When used effectively, delegation reflects a leader's maturity and

the team's path to success.

Poor delegation often stems from common yet avoidable habits.

Sometimes we delay delegation until it is too late, falling into

procrastination. Other times, we overlook the value of our own time by

passing tasks that others could handle.

This is a hidden opportunity cost.

Mismanaging time, such as thinking, I'll just do it myself, might save a few

minutes today, but cost hours over time.

Ego can also get in the way when we assume no one else can do the task

correctly. And finally, the fear of losing control may stop us from trusting

capable team members.

Recognizing these causes is the first step toward more effective delegation.

Effective delegation does not happen by chance.

It follows a clear and thoughtful process.

First, define the task clearly.

Make sure both you and the team member understand exactly what needs to be

Second, select the individual who is the most suitable for the task based on

their skills and experience.

Third, assess if they have the ability and training needed.

If not, provide support or identify resources.

Fourth, explain the reasons behind the task. Help them see why it matters and

how it connects to the larger goal.

Fifth, state the required results.

Be specific about the expected outcomes and ask the person to restate their

understanding to ensure clarity.

Step six is to consider resources.

Make sure the person has everything needed to complete the task, including

tools, information, time, and support.

Step seven is to agree to deadlines.

Set realistic timelines and confirm them together.

If the task is complex, break it down and include checkpoints to stay on

Step eight is to support and communicate.

Ensure others who are impacted are informed and the person taking on the

understands all expectations clearly.

Finally, step nine is feedback on results.

Once the task is complete, hold a short conversation to review what worked and

what could be improved.

Recognize success and take responsibility if things did not go

Delegation is not all or nothing.

It comes in levels depending on how much authority you give.

Level 1 is not real delegation.

You just give orders and the person follows them.

Level 2 means you ask them to collect information, but you still make all the

decisions.

Level 3 allows them to make a recommendation, but you still review it

moving forward.

In level 4, they can analyze and choose an option, but you must approve it.

Level 5 means they decide and inform you unless you stop them.

In level 6, they both decide and act and just keep you informed.

And finally, level 7 is full delegation.

They have total freedom to act and decide, and you only step in if

goes wrong.

The 4T model of delegation is a simple but practical framework to make

delegation more effective.

It reminds us that a smart delegation is not just about needing someone

attacked, but aligning four key elements.

First is task.

Be clear about what needs to be done, what the expectations are, and what

as success.

Second is talent.

Choose the right person based on their ability, availability, and potential to

grow. Third is time. Set a clear deadline and building time for check

feedback. And finally, tools. Make sure the person has access to everything they

need, like data, software, or budget.

When these four elements are aligned, delegation becomes smoother or outcomes

are more successful.

In this example, we meet Jason, a project manager who struggles with

He delays the signing tasks until the last minute, which leads to missed

opportunities and unnecessary pressure.

Jason also believes he can do things faster himself, so he keeps

responsibilities to himself.

His ego prevents him from trusting others to do the job well, and he fears

losing control.

As a result, his team members don't get the chance to grow or take ownership.

This style of management leads to frustration, missed deadlines, and

issues. Eventually, even some team members requested reassignment.

This case highlights how a lack of trust and poor delegation can seriously

damage team morale and project outcomes.

Now let's meet Zahra, a project manager who models effective delegation.

Right from the start, she brings her team together, clarifies goals, and

the work into manageable tasks.

She assigns responsibilities based on each person's strength and availability.

And she makes sure expectations and deadlines are clearly communicated.

Sarah does not just give instructions. She checks for understanding and

ongoing support.

When issues arise, she guides her team instead of stepping in to take over.

She encourages problem solving and builds trust by listening and giving

thoughtful feedback.

At the end of the project, Sarah celebrates contribution and shares

success. Her approach boosts team's morale, ownership, and long -term

motivation.

All right, please make sure to complete the assigned readings before our next

session. They will help reinforce the ideas we covered today and prepare you

upcoming discussions and activities.

Here are your main tasks for this session.

Please post your response to discussion board 4, complete assignment 7, and

continue working on your group project with your team.

And this brings us to the end of session 7. If you have any questions, please

feel free to reach out.

Thank you very much again for your attention and see you in session 8.