Here's how you can effectively delegate tasks based on strengths and abilities in After-Sales.

Find out what each team member loves to do most and/or well skilled to do so. Give them responsibility and show them your confidence and support. Then share the ‘skill-set’ within the team and support them to ask for help from the team, which eventually help the team to grow and be more independent. They will come to you and tell you what they need.

Delegar com eficiência só é possível se tiver pleno conhecimento de cada indivíduo do time saber seus pontos fortes e fracos de cada um. Sabendo essas características trabalhe o indivíduo de forma a delegar o que ele tem mais aptidão.

Instead of "performance reviews" being an avenue to assess this, simply hold 1-1s with your team. Start with a regular cadence and then give them the reins once the rapport is built to give them the ability to have carved out time with you. In this less stressful environment is where soft skills will especially shine and allow you to see how not only how they interact with external contacts but also how they manage working with different colleagues from the same and different teams. All of this will feed your ability to know who is capable of what and who can deliver the best results based on the needs of the org or the client/customer.

Assign technical support tasks to team members with strong product knowledge. Allocate communication-intensive tasks to team members with excellent interpersonal skills. Delegate problem-solving tasks to team members with analytical minds.

"Yes and" incoming, where not only should you do this but also find out what areas interest them and which places they can improve. If there's a situation that's a soft ball that you know one of your direct reports needs more reps in to get better or just wants to get more experience in because it interests them, even if someone else is technically better, give them that challenge/experience. At the very least, look for opportunities to have others do "ride alongs" if you're concerned about really nailing it so that those watching/taking it it in can still be a part of the experience and learn from it. Being well rounded means being exposed and giving people time to do them so be that leader to give them that!

Definir objetivos claros e alcançável e muito importantes para se ter confiança e a busca ser eficaz. Somado um pós venda eficaz somará ao negócio confiança, alinhamento de processo e prever falhas.

Se você não dá as ferramentas e suporte necessário ao seu funcionário, minimamente você nem deveria cobrá-lo por uma entrega. Por outro lado, se você conhece o processo de trabalho do seu time e disponibiliza ferramentas para auxiliá-lo, você vai observar que os objetivos serão alcançados mais 'levemente' (não disse facilmente, rs). Além de capacitada, sua equipe vai ter muito mais autonomia e forças para conseguir alcançar as metas.

Dar suporte e ferramentas necessárias para a execução e fundamental no processo pois isso garante qualidade e confiança durante todo processo

Tools can help but it's process and knowledge that can bridge any gap. Lots of organizations don't provide the best tools just to make things more efficient, you just have to work with what you have. Being a leader means doing everything you can to improve processes and make them repeatable (and ideally scalable) so that no matter what handicap in tools you may have, everything can be in a proper place and accounted for as well as be knowledgable. As the team gets used to the process, ask for feedback to get it even better. The best ones to ask are the ones doing the job every day and their insight can be invaluable in how you manage and/or transition processes as time goes on and the org changes size or objectives.

Re-iterating the value of 1-1s here. It provides the forum for all these things and is a dedicated time you have with that direct report to give them advice, constructive feedback, and/or praise. Especially when it comes to praise, do it loudly and often. Someone really nail onboarding a huge enterprise client, make sure the org knows (via messaging, emails, calls, etc). Celebrate all things in the manner they call for and it will pervade through the team that their accomplishments don't happen in a vacuum or without being noticed. Notice the work, notice them, and you can truly foster a healthy team and morale.

#Provide clear instructions Always make sure the person fully understands their assignment. Depending on the complexity of the task, try breaking it down into smaller steps, explain what each of them entails, and set a deadline. #Establish the desired outcome Knowing the expected result simplifies the process for the employee. It’s crucial to make sure that both sides interpret the expected result in the same way. Although there may be different ways to achieve it, the goal must be crystal clear.

To effectively delegate tasks in After-Sales, it's crucial to identify the unique strengths and skills of each team member. This allows for the alignment of tasks with individuals’ expertise, ensuring efficiency and quality. A clear communication strategy is vital to set expectations and avoid misunderstandings. Regularly monitoring progress and providing support where necessary helps in maintaining the quality of work and meeting deadlines. Encouraging feedback and fostering a collaborative environment can also lead to continuous improvement and a more engaged team.

Always foster the human connection, both internally and externally. Being a leader in that will rub off on your direct reports in their engagement with anyone to be more constructive as well as more insightful. Knowing the people behind the phone or Zoom call creates Social Currency that can build into tremendous stock when "the chips are down". That trust helps ensure clients/customers coming back, securing vital recommendations from those contacts, and creating a cohesive relationship internally with other teams that keeps the wheels greased for success.