A senior executive needs help with delegation. How can you guide them to lead more effectively in coaching?

Delegation is quite critical to become an effective and strategic leader. Coaching provides the space to discover the efforts, guage the intention and challenges the leader is making in this area. It helps the leader see the potential is this area of leadership to deliver greater value. Coaching supports the Executive in identifying actionable steps needed in achieving this.

While getting the business results is essential but it is only one side of the manager's leadership skills to be coupled with building the organizational capacity by grooming, developing and promoting his/her successor. Coach them - "If you always do what you always did, you will always get what you always got" Listen to his/her perceptive to gather detailed information about their situation. Determine the underlying reasons for the tension between team growth and business targets. Help the manager see how investing in team growth can contribute to achieving business targets in the long run. Develop a vision that integrates both objectives. Share examples of training successes and its impact on business results.

Delegation is most of the time misunderstood as 'micromanagement'. Understanding what delegation is and how it has to be done is very important to get the task dome efficiently and effectively. 1. 1. Clarity of the task to be delegated 2. Time frame in which it has to be completed Ambiguous/vague approach leads to confusion later. 2. Once the task & timeline is defined, he/she must identify the right resource to delegate - who has the attitude, skillset and knowledge to do the task. 3. Clear communication about the task/activity must be provided 4. Proper guidance should be given when a query/doubt arises 5. Regular follow-up must be done to check the status of the task and feedback should be given for course correction.

En mi trabajo de acompañamiento a líderes, no empiezo por dar herramientas o recetas,sino por trabajar la mentalidad y las creencias.Los miedos a que mi equipo cometa errores y yo tenga que asumir la responsabilidad,la falta de autonomía del equipo que me impide dejar de supervisar absolutamente todo,la falta de implicación que me impide delegar o la desconfianza de que lo hagan (tan bien) como yo, que desemboca en el"trae que ya lo hago yo".Como te decía tu madre cuando eras más pequeño y estabas aprendiendo una habilidad nueva.Esto puede tener dos consecuencias: a un perfil le viene fenomenal que le quites trabajo y responsabilidad, a otro, le destruye la seguridad en sí mismo, el empoderamiento y la autoestima, se sentirá poco reconocido

Knowing what what to do and priortise is one thing, but having an effective way of getting that work done timely and effectively is key. Delegation is a vital tool in every successful leader's toolbox. Not only does it get work done, but it also helps empower your team, build trust, and allows the team to develop, innovate, and become more resilient in the process.

One of the places I start with is defining their definition of leadership and success. Then we can look at the current beliefs and challenges with delegating (often it is because they can do it faster, better than their teams) ... and find the gap between their desired leadership brand with how they are currently leading. One of the things I find is many leaders can't let go of tasks because they know it so well that it is easier to do it - and then they get to see what that belief and action is creating in terms of their teams competence and ability to perform (aka - who becomes the bottleneck on team development)

𝟑 𝐤𝐞𝐲 𝐞𝐱𝐩𝐥𝐨𝐫𝐚𝐭𝐢𝐨𝐧𝐬 that helped a client delegate confidently as they transitioned from technical to people leadership role: 𝟏. 𝐀𝐫𝐞 𝐲𝐨𝐮 𝐫𝐞𝐚𝐝𝐲 𝐭𝐨 𝐥𝐞𝐭 𝐠𝐨? This prompted the executive to consider their readiness to trust others and shift from doing to leading 𝟐. 𝐂𝐚𝐧 𝐲𝐨𝐮 𝐛𝐞 𝐜𝐨𝐦𝐟𝐨𝐫𝐭𝐚𝐛𝐥𝐞 𝐰𝐢𝐭𝐡 𝟖𝟎%? This encouraged acceptance that tasks may not be done exactly as they would, but that 80% can still be effective 𝟑. 𝐇𝐨𝐰 𝐰𝐢𝐥𝐥 𝐲𝐨𝐮 𝐮𝐬𝐞 𝐭𝐡𝐞 𝐞𝐱𝐭𝐫𝐚 𝐭𝐢𝐦𝐞? This helped them plan how to leverage the time saved for strategic work or personal growth

Reluctance to delegate is common and often stems from a fear of losing control or the belief that no one else will do the job as well as you. However, this attitude can limit the growth of your team and your leadership. Coaching is essential to identify and overcome these barriers. By developing strategies to build trust and establish follow-up systems, you allow your team to develop while ensuring that quality results are delivered. It is essential to recognize that each team member has unique skills and match tasks to those strengths.

De part mon expérience, je vois que mettre en exergue, pendant une séance de coaching, les ''problématiques et confronter les managers permet de leur faire prendre conscience de leurs blocages et de leurs craintes à déléguer. Souvent il s'agit d'un manque de confiance dans le résultat et du temps qu'ils estiment perdre à expliquer le sujet à traiter à un collaborateur. L'idée dans le coaching est de leur faire sentir l'impact positif de la délégation sur une équipe. Ainsi que le gain de temps et d'agilité du système après les 1er temps de délégation.

When coaching leaders this can be a common hurdle to focus on so that the full knowledge and experience of the team can be realized so that together they can reach their full potential. All too often, a leader things of delegation as just assigning tasks to others in order to prioritize time. That is just a piece of the puzzle as when you can effectively delegate you are giving the members of your team to stretch and grow their skills. Pause and think differently about delegation as a way to empower your team to greatness. Provide them opportunities to develop and provide support through failures as well as success. This will create a culture of engagement, ownership, and accountability that will allow the team to thrive.

By granting autonomy to your employees, you are not only distributing tasks, but also investing in their professional growth, such as: By setting clear boundaries, you allow the team to make decisions within their scope, encouraging proactivity and creativity. Empowerment demonstrates trust in the team, which increases motivation and engagement. By delegating, you provide opportunities for your employees to develop new skills and take on more responsibilities. Delegating allows the leader to focus on strategic tasks, optimizing the use of their time.

Un coaching permet de mettre en œuvre une délégation efficace directement dans le cadre du client. Il en ressort une équipe soudée, stable et qui progresse, ainsi qu'un bien-être au travail plus important pour le manager. De plus le manager ou le dirigeant peut se focaliser sur les vrais sujets stratégique de son poste.

One strategy that can be very effective is to encourage the executive to match the delegation with the development goals of their team members. This means not just handing off tasks that they don't want to do, but considering who on their team can benefit most from taking on this task. Encourage the executive to see delegation as a tool not only for managing their workload but also for fostering growth in their team. This strategic approach turns delegation into a dual win: it helps leaders manage their responsibilities more effectively, and it empowers their teams by providing meaningful development opportunities.

Last month, I spent a day working directly with a customer service team, handling calls and resolving issues. This hands-on approach not only boosted team morale but also gave me invaluable insights into improving our processes. Sometimes, the best strategy is to roll up your sleeves and lead by example

By granting autonomy to your employees, you are not only distributing tasks, but also investing in their professional growth. By setting clear boundaries, you allow the team to make decisions within their scope, encouraging proactivity and creativity. Empowerment demonstrates trust in the team, which increases motivation and engagement. By delegating, you provide opportunities for your employees to develop new skills and take on more responsibilities. Delegating allows the leader to focus on strategic tasks, optimizing the use of their time. Remember: It is essential to provide regular and constructive feedback so that the team can learn from their mistakes and improve their performance.

It’s crucial to first appreciate that delegation isn’t just about assigning tasks—it’s about empowering team members and fostering their growth. By examining the practices of inspiring leaders like Nelson Mandela and Mahatma Gandhi, I encourage executives to view delegation as a means to develop their team’s capabilities, instil purpose, and build a culture of trust.

Providing feedback Not only does it recognize efforts, it also guides your team to perform even better. Coaching in this context is essential to develop the ability to give feedback in a clear, objective and motivating way. By learning to provide feedback focused on results and behaviors, leaders create a safe learning environment where their team feels comfortable experimenting and growing. Feedback is an investment in your team’s future. By providing regular and constructive feedback, you strengthen the relationship of trust with your employees, increase engagement and boost team performance as a whole.

Feeback is a gift. By giving your team and others feedback, it helps them to identify their blindspots, opens up a growth mindset, and provides a bed for personal growth and development. It's important to encourage feedback both ways (360) and action on the feedback provided.