A continuación, te explicamos cómo puedes garantizar el éxito de la delegación durante una iniciativa de cambio cultural.

Like everything, delegation requires decent framing. Whenever I catch myself delegating something and not feeling satisfied with the results I think back at how I structured the tasks, each individual's role within the project, and verified that everything was clear not just by asking "do you understand" and get everyone to shake their heads, but by making sure they are stepping up into owning their task and able to reformulate their own expectation on what they have at hand.

During a recent complex culture change, it became pretty clear that ensuring successful delegation was vital. I started by defining tasks and matching them to team members’ strengths. Open communication was crucial—I made sure everyone understood their roles and had the resources they needed. I also established regular check-ins to provide support and address any issues early. By trusting my team and empowering them with responsibility, we navigated the transition smoothly. This approach ensured the initiative’s success and boosted overall team morale and productivity.

As part of framing, when you have clearly defined the roles and everyone is clear on what they own as a task, make sure to set clear objective to give everyone the direction they need. The SMART model was debated in the coaching world because of how it can sometimes be misconstructed. Make sure to respect the fact that they must be realistic.

Communicate and over communicate. When in a season of culture change people are directly caught between a rock (the old way) and a hard place(the new way). Understanding this concept means it becomes the leader or leadership team’s responsibility to continuously share the breads leading the group to the new way. This can and should be done with honor for what has been and gratitude for what’s coming next. This may look like breaking a new mission or vision statement up and see, “how as a department do we fulfill the new mission or vision”? If new pillars or core values have been implemented group thinking through, “how can we intentionally uphold these values within our team”? This should be a group approach not a solo assignment.

More than communication (which is indeed a building block), it is also keeping to your words, providing consistency between what is communicated and action, and leading by example. Trust goes both ways. If you are yourself inconsistent with your own delivery, scattered all around the place and change your mind every two seconds pretending it is strategic, there might be the need to review certain foundations first.

I have previously developed what I call check points when leading groups of people. These are a series of conversation in many formats that allow for both group and individual feedback in a stress free and d penalty free environment. Often times as leaders the goal is be intentional with the feedback we give but I have seen first hand the benefits to organizations and teams when we are just as intentional to allow for feedback to be given to us. Prior to beginning the check points in very important to begin building rapport with the team and individuals so this time is fruitful once scheduled. Showing people that you genuinely care about them and their shared impact within the organization can cause this method to be very successful!

Psychological safety is key in order to have a favourable environment for feedback. If you nurture a culture where people can be heard and mistakes can be made without being scolded you're off to a good start! Feedback is so critical for growth, as a business and as individuals. Humanly speaking, nurturing a healthy work environment shouldn't be a luxury anymore.