Delegating tasks effectively is a cornerstone of successful project management. As a team lead or project manager, you distribute responsibilities with the expectation that the work will get done. But over time, you might notice certain tasks remain untouched, stalled, or worse—abandoned entirely.

Why does this happen?

The reasons for tasks being left uncompleted are numerous, ranging from unforeseen obstacles to a lack of preparation. However, some factors are within your control and can often be identified before delegation. By proactively addressing these, you can significantly reduce the risk of delays and ensure smoother execution.

The 3 “C”s to Consider

Before delegating a task, conduct these three essential checks to ensure the individual or team is set up for success:

1. Competence

Does the person or team have the technical know-how or skills to perform the task? Assigning tasks solely based on availability, without considering the required expertise, can lead to subpar outcomes. Competence ensures that the assigned individual knows what to do and how to do it efficiently.

2. Capacity

Does the person or team have the time to perform the task? Even the most skilled professionals can’t deliver results if they’re overwhelmed by competing priorities. Always assess whether they can realistically allocate their time to the new responsibility without jeopardizing other critical work.

3. Capability

Does the person or team have the necessary access or authority to perform the task? Beyond skills and time, the right tools and permissions are equally important. A technically competent individual might know how to get the job done but be blocked if they lack proper credentials, equipment, or decision-making authority.

Why the 3 “C”s Matter

Delegating tasks based on competence alone is a common pitfall. Imagine assigning a highly skilled developer to troubleshoot a critical issue, only to find out they lack system access. Despite their expertise, they are effectively powerless. Similarly, if an already overburdened employee takes on additional work, the task might end up at the bottom of their priority list.

Balancing the three “C”s not only boosts the likelihood of task completion but also demonstrates thoughtful leadership. Your team feels supported and empowered, knowing they have the tools, time, and knowledge to succeed.

A Real-Life Application

Suppose you’re managing a project that requires resolving a high-priority customer support issue. You delegate it to your top-performing support engineer.

• They are competent: They’ve resolved similar issues in the past.
• They have capability: They have all the system credentials and can directly access the necessary tools.
• But they lack capacity: They’re currently managing another critical escalation, leaving little bandwidth for this new task.

In this scenario, even a highly qualified individual may struggle. Recognizing this imbalance beforehand allows you to make informed decisions, such as reprioritizing tasks or reassigning the responsibility.

Final Thoughts

As project managers and team leads, it’s your role to create the conditions for your team to succeed. By verifying competence, capacity, and capability before assigning tasks, you set your team up for smoother execution and greater productivity.

Remember: thoughtful delegation isn’t just about what needs to get done—it’s about who can do it effectively. Get these checks right, and you’ll likely find your projects running smoother, your team more engaged, and your results exceeding expectations.

What strategies do you use to ensure tasks get done? Share your thoughts via email!

• Project Efficiency