Que faites-vous si les pratiques de délégation de votre équipe nuisent à une culture de travail positive ?

Poor delegation of work can lead to communication barriers and loosen the control on processes and outcomes, all work need not to be delegated. While delegating work one has to understand the criticality of the task, capability of the person and relevance.

Poorly thought out delegation can have significant impacts on individuals and wider teams. Dissatisfaction with the structure of teams can be a considerable contributing factor to high staff turnover. Consider why you need to delegate, is it because of existing gaps in skills, or is it to do with capacity ? Is delegating responsibilities further down the org-chart the only answer ? Think about the skills of those involved, do you need to provide additional training or early-days support ? Remember that abilities are not always the same across teams, be aware but also sensitive to differing levels of skill. Are you delegating to the right people ? Someone may have the right skillset, but do they have the right mindset ?

If delegation practices dampen your team’s culture, it’s crucial to reassess and realign. Start by observing the impacts on workload distribution and team morale. Engage with your team through feedback sessions to understand their perspectives on current delegation methods. Adjust by ensuring tasks align with individual strengths and career goals, fostering responsibility and growth. A balanced delegation strategy improves efficiency and enhances job satisfaction, contributing to a more positive work culture.

Delegation can be results of several factors which may include workload, lack of skill set and also fear of taking a task which may deem challenging and putting individuals performance under scrutiny. Not all delegation is adverse if that can foster growth of individuals to whom work have been delegated. If everyone is delegating then no one is actually doing the work. Such a trend is noticed in organisation where you have too many managers with a delegating mindset and not enough people doing the work. Understanding the dynamics of your particular organisation is the key to changing it. Never copy someone else's way as it may not work for you.

Weekly meetings with open dialogue are crucial for collaborating, cohesion and team-building. Making sure that each member feels safe enough to voice their opinions and structuring the agenda so that each person gets equal time to share their thoughts have proven to drive better results in my experience. Monday meeting day or Wednesday hump day meetings seem to be the most popular. In person is best but a video session is always better than a voice only conference call.

Clearly define responsibilities and expectations for each team member, ensuring they know what’s expected and how their contributions fit into more significant goals. This clarity helps prevent overlap and confusion, fostering a sense of ownership and accountability. Regularly review and adjust roles to keep pace with changes in the team and individual growth paths. Transparent and thoughtful role definition is critical to a positive and productive work culture.

Ensure every team member has access to the resources and guidance needed to succeed in their delegated tasks. Regular check-ins offer a platform for addressing concerns and celebrating successes, which bolsters confidence and capability. Also, foster a supportive environment where team members feel safe to ask for help or additional training. This proactive support not only smooths delegation processes but also nurtures a positive and collaborative work culture.