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!

03:46
85 views
Parteger

Selected for you
New

Available in SoftSkills

00:00:08

to getting things done

00:00:10

and from taking action to getting others to act.

00:00:13

Generally speaking,

00:00:15

a manager has 4 overall goals.

00:00:18

They must simultaneously produce,

00:00:21

manage,

00:00:22

lead,

00:00:23

and innovate.

00:00:25

1,

00:00:25

producing.

00:00:27

Processing and supervising technical files specific to the job.

00:00:32

2,

00:00:33

managing,

00:00:34

prescribing,

00:00:35

formalizing,

00:00:36

and monitoring the work of their team.

00:00:39

3,

00:00:40

leading,

00:00:41

giving meaning,

00:00:42

motivating,

00:00:43

training,

00:00:44

animating the group,

00:00:45

developing autonomy and participation,

00:00:48

giving feedback,

00:00:49

accompanying the changes.

00:00:51

4,

00:00:52

innovating.

00:00:54

Improving,

00:00:55

optimizing,

00:00:56

and inventing.

00:00:58

When managers are asked to distribute the time

00:01:01

they spend for each of these purposes,

00:01:03

you get the following results

00:01:05

production 45%,

00:01:08

managing 30%,

00:01:10

leading 20%,

00:01:12

innovation,

00:01:13

5%.

00:01:15

You will understand how hard it is

00:01:17

for managers to be properly evaluated by employees

00:01:21

when they spend much more time processing their files,

00:01:25

producing,

00:01:26

and completing their dashboards,

00:01:28

managing,

00:01:29

whereas employees are asking for

00:01:32

more appreciation,

00:01:33

motivation,

00:01:35

support,

00:01:36

and involvement.

00:01:38

Delegating means more time for leading

00:01:41

and innovation because you'll have earned it

00:01:44

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

00:01:49

You'll have saved time by empowering employees

00:01:52

as much as possible on management tasks

00:01:56

and by automating the return of data

00:01:59

so as to be less indispensable.

00:02:03

For example,

00:02:04

you will have built

00:02:05

value added reporting tables that can be

00:02:08

completed and updated by the employees involved.

00:02:12

You will save time by using collective intelligence to build

00:02:17

and confirm the vision and the changes to be made.

00:02:21

A good proximity manager will have achieved the following balance

00:02:26

production 25%.

00:02:29

You only have to do the non-delegable tasks.

00:02:32

Management 20%,

00:02:34

prescription,

00:02:35

formalization and monitoring are fluid.

00:02:38

You get autonomous teams,

00:02:40

efficient processes,

00:02:42

smooth,

00:02:43

automatic,

00:02:44

or even automated reports.

00:02:47

Leading

00:02:47

40%.

00:02:49

Employees give the best of themselves

00:02:52

because you lead and facilitate the work

00:02:54

individually and collectively.

00:02:57

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

00:03:03

And so innovation,

00:03:05

15%,

00:03:07

you are in a continuous improvement process.

00:03:10

You anticipate the change individually and collectively.

00:03:14

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

00:03:20

He told me that for each new position he gave himself

00:03:23

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

00:03:27

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

00:03:33

The 35 hours achieved with good results were a sign

00:03:37

that his delegation had succeeded.

00:03:39

That he'd been able to empower the teams and

00:03:42

go from doing things to getting things done.

Mandarine AI: WHAT YOU SHOULD KNOW