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Delegating : going from doing it to getting it done Tutorial

Discover the transformative power of delegation in "delegating: going from doing it to getting it done". This video explores how effective managers can shift from doing tasks themselves to empowering their teams, fostering innovation, and enhancing productivity. Learn the balance between production, management, leadership, and innovation, and why delegation is key to a manager's success. Join us to unlock the potential of your team and achieve remarkable results!

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to getting things done

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and from taking action to getting others to act.

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Generally speaking,

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a manager has 4 overall goals.

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They must simultaneously produce,

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manage,

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lead,

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and innovate.

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1,

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producing.

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Processing and supervising technical files specific to the job.

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2,

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managing,

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prescribing,

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formalizing,

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and monitoring the work of their team.

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3,

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leading,

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giving meaning,

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motivating,

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training,

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animating the group,

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developing autonomy and participation,

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giving feedback,

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accompanying the changes.

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4,

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innovating.

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Improving,

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optimizing,

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and inventing.

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When managers are asked to distribute the time

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they spend for each of these purposes,

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you get the following results

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production 45%,

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managing 30%,

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leading 20%,

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innovation,

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5%.

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You will understand how hard it is

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for managers to be properly evaluated by employees

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when they spend much more time processing their files,

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producing,

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and completing their dashboards,

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managing,

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whereas employees are asking for

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more appreciation,

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motivation,

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support,

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and involvement.

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Delegating means more time for leading

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and innovation because you'll have earned it

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by entrusting your employees with the files you were in charge of.

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You'll have saved time by empowering employees

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as much as possible on management tasks

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and by automating the return of data

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so as to be less indispensable.

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For example,

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you will have built

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value added reporting tables that can be

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completed and updated by the employees involved.

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You will save time by using collective intelligence to build

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and confirm the vision and the changes to be made.

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A good proximity manager will have achieved the following balance

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production 25%.

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You only have to do the non-delegable tasks.

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Management 20%,

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prescription,

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formalization and monitoring are fluid.

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You get autonomous teams,

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efficient processes,

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smooth,

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automatic,

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or even automated reports.

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Leading

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40%.

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Employees give the best of themselves

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because you lead and facilitate the work

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individually and collectively.

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This optimal animation facilitates your management part and the innovation part.

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And so innovation,

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15%,

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you are in a continuous improvement process.

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You anticipate the change individually and collectively.

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I know a manager who has risen rapidly up the hierarchy of a large corporation.

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He told me that for each new position he gave himself

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3 years to get to the point where he no longer had

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to work more than 35 hours a week with results that are evolving.

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The 35 hours achieved with good results were a sign

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that his delegation had succeeded.

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That he'd been able to empower the teams and

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go from doing things to getting things done.

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