Designing Custom Leadership Development Programs for Strategic Companies | Executive Coach, ICF-PCC | Leadership Development Expert | Co-founder, ICF-Accredited Coach Training Academy | Amateur Gardener
To practice development delegation you need to start by clarifying expectations. At a minimum, you should clarify expectations around results. You can even clarify expected results on a spectrum. Consider situational leadership, is it important for you to: 1. Dictate the specific results? 2. Collaborate with your team members to align on the desired results? 3. Ask coaching questions to let your team member set the results using their own skills and experience? 4. Ask that your team members set the results and share them with you to align? Like anything in situational leadership, you will determine which options to choose above based on how skilled your team members are, how bought in they are, and how much time you have. If they have minimal to no experience you want to focus on option 1. If they are not bought-in focus on option 2. If they should be able to set the results on their own but need support pursue option 3. If they are ready to set them alone choose option 4. You can apply the same practice to determine the specific actions, behaviors, and processes of the work you are looking to delegate. Read more on situational leadership here: https://lnkd.in/gGPAmkxp Read more on expectations here: https://lnkd.in/gCyvyT7N
