BLUF: Shed as many tasks as possible from your list so that you can focus on the entire picture and coordinate efforts for the team.
Delegating is an important part of being an effective leader. I keep harping on this action as a leader. It ensures trust in your teammates, lightens your task list, and ultimately gets work done faster. Aside from this list you are able to focus on other requirements from the project and adjust focus on the project as the landscape changes. This allows you to be a more dynamic leader throughout the project.
There are many fallacies about handing out tasks to others.
- I don’t want to put work on other people because I want to help.
As a leader you have to be able to task others to take care of their responsibilities. You don’t hire people to sit around browsing the internet or socializing. People want to do work…most people. They also tend to get in trouble when they aren’t actively engaged in proactive tasks. “Good idea fairies” tend to come out providing possible errors in code, adding new requirements to work, and unfocused work.
- I don’t trust anyone to do the work.
If you don’t trust your teammates, then why did you hire them? If they can’t do the work of the project then you need to move them, teach them or, ultimately, fire them.
- I don’t know how to assign work.
Pay attention to what work your teammates can do and assign as appropriate. Trial and error is always a fallback. You cannot always assign work to the right people because of the size of the task. It might be an overwhelming feature. Break them down until they are achievable tasks. “You can eat a whale, one bite at a time.”
As everything goes it will take time to be efficient at getting tasks done and assigning them correctly. Iterate through the problem until you find what works for you. Hold daily meetings to take note of how long some tasks are taking individuals to accomplish. Use the common sense meter to adjust or help where necessary.