4. Set deadlines. Subcontractors will usually feel more responsible for a task when they’re held accountable. With no deadline, people tend to procrastinate and lose motivation. So help set reasonable deadlines.

5. Identify methods for follow-up. Work with your subcontractors to set a time for review of performance, such as a meeting to check progress or a phone call to see if they have any questions. The follow-up should be mutually determined at start. This way, subcontractors know you are not trying to micromanage, but instead are trying to determine how work is progressing.

6. Train subcontractors, if necessary. Make sure subcontractors know how to do assignment. If they don’t, provide necessary training. The initial training may take more time than doing it yourself. But it will benefit you and them in long run.

7. Delegate responsibility and authority — not methods. As a leader, you need to grant your subcontractors responsibility to make everyday decisions. Have trust in them and try to give them freedom to work without you looking over their shoulders. Also, let subcontractors complete tasks in manner they choose, as long as results are what you have specified. Otherwise, they might feel unmotivated and powerless if they have no room to think creatively and act as they see best.

8. Evaluate performance. After assignment has been completed, evaluate results, not methods. Evaluate task based on expectations and standards set when it was delegated. If certain aspects were left out when you initially defined job, don’t hold subcontractors responsible. Work with your subcontractors to determine how you and they feel about how performance turned out and how it can be improved.

9. Acknowledge accomplishments and provide recognition. Always give recognition and praise for work subcontractors have done. By recognizing their efforts and letting them know you appreciate them, they will take greater pride in their work and may be more willing to help with assignments in future.