Hier erfahren Sie, wie Sie eine Kultur der Delegation in Ihren Teams oder Organisationen fördern können.

Many leaders often perceive delegation as losing control or independence. I've heard statements like, "They won’t get it right as I expect," "I will lose control of the tasks," "I can do it faster and better," or "They lack the skill to do the task." Regardless of the reasoning, the underlying concern is about losing control and independence. Fostering a culture of "Give up to go up" where delegation is viewed not as a loss but as a gain, can promote a culture of delegation rather than micromanagement

In my coaching experience, trust is the linchpin of effective delegation. It's not just about believing in your team's abilities but demonstrating that belief through your actions. Start by delegating high-impact tasks that align with their strengths. Then, step back and observe. Give them the space to make decisions and occasionally fail. The true measure of trust isn't in success alone but in how you handle setbacks. I challenge you to host a "failure debrief" session once a month. Discuss what went wrong, what was learned, and how to pivot. This practice not only builds trust but also fosters a culture of continuous improvement and resilience.

Une chose qui m'a aidé à developper une culture de délégation c'est l'optimisation des tableaux de reporting. Consolider et communiquer autour de données partagées permet de développer le sentiment d'en être partie prenante et le cas échéant d'accueil la délégation avec plaisir et satisfaction personnelle.

Promoting autonomy within your team is essential for fostering a strong culture of delegation. Encourage team members to take charge of projects and make decisions within their areas of responsibility, which empowers them to grow and build confidence. This also allows you to focus on strategic planning and high-level tasks. For example, delegating a key project to a capable team member and giving them decision-making authority demonstrates trust and motivates them to take ownership. When employees feel trusted and valued, they are more engaged and deliver better results. Autonomy leads to innovative solutions and contributes to the organization’s success.

Creating a feedback loop isn't merely about offering critiques and praise; it's about establishing a continuous dialogue that drives performance and development. As a leader, make feedback a cornerstone of your team's culture by integrating regular check-ins that go beyond the superficial. For instance, establish a "360-degree feedback week" quarterly, where team members provide and receive feedback from peers, subordinates, and supervisors. This comprehensive approach not only highlights areas for improvement but also celebrates achievements, ensuring that feedback is actionable and impactful. Challenge yourself to act on at least one piece of feedback you receive to demonstrate your commitment to growth.

En mi experiencia como Consultora, la creación de instancias de decisión, resolución y coordinación en el tercer y segundo nivel jerárquico ayuda fomentar en estos líderes una actitud de protagonismo y colaboración. Convocar a reuniones quincenales en las que participan todos los líderes de tercer o segundo nivel representando a sus respectivas áreas, los empodera como autoridades frente a sus pares. Lo que además inyecta agilidad a la organización y detiene la delegación ascendente, gracias a que los problemas se solucionan donde se han generado. Esto también favorece la emergencia de redes de colaboración y confianza entre estos líderes y entre las áreas, creándose una cultura de delegación responsable y un ambiente de confianza.

Junto con crear instancias para expresar la delegación, encomendar las tareas de manera efectiva y entregar las herramientas, como líderes necesitamos aprender a confiar en nuestros colaboradores y estar dispuestos a soltar el control. - ¿Qué podrías perder si en vez de hacerlo tú lo hace alguien de tu equipo? - ¿Qué sentirías si a quién delegaste lo hace mejor que tú? - ¿Qué es lo peor que podría pasar si delegas? Cuando sientas aprehensiones o te sientas incómodo delegando, hazte estas preguntas y descubre qué es aquello inconsciente que está limitando tu capacidad de delegar y confiar, y en consecuencia le está quitando oportunidades de desarrollo a tu equipo y efectividad a tu liderazgo.

Fostering a delegation culture isn't just about assigning tasks; it's about cultivating trust and empowerment. I learned this the hard way, trying to do everything myself. Now, I start by setting clear expectations and then stepping back. I make it safe to fail - because that's how we learn. I celebrate when team members take initiative. It's about creating a domino effect of responsibility. I've found that publicly recognizing good delegation, even when I'm not directly involved, reinforces the behavior. Remember, your job as a leader is to grow people, not to grow your to-do list. When you delegate, you're not giving away power; you're multiplying it.