Comment pouvez-vous construire et déléguer à une équipe solide ?

Be open, honest and prepared to accept constructive criticism as you work through your vision statement. I have found success in understanding I enter an organization with a vision and expect to adjust as we develop it as a team.

Shared Values & goals. It is pertinent to have a team that shares the same values and goals as you do. Besides commercial targets, it's imperative that the team you assemble resonates with the Ideologies and philosophies of what you believe in as a leader. When you align your core values and mission, goals and targets tend to be receptive. With these, you ought to have trust factor among your team to be at maximum at all times so that delegations and team building activities yield fruitful results. Trust is one key ingredient that is the basis of how work relationships flourishes, converting into healthy coworking-habitat. Once that is developed, goals and delegation becomes much easier.

Building and delegating to a strong team requires empowering them with the resources, authority, and support they need to thrive. Once you have clearly communicated the company's vision and values, empower your team to take ownership of their tasks and make decisions. An empowered team is one that is committed to achieving results.

What are some research-based approaches to building a strong team? Here are four: 1. Empowering Leadership and autonomy support are important, not only for developing leadership, but also for engagement and well-being. 2. Sharing power (what researchers call Shared Leadership), as long as team members are willing. For example, you can allow a team member to be the "Driver" of a decision process, doing most of the work, but still review and approve the decision. 3. Know the skills and personality strengths of yourself and the team. Play to them. Again, this supports engagement and well-being. 4. Humility and Servant Leadership. Building a strong team is about helping them be at their best, rather than being a hero.

When looking to build a strong team that I can delegate projects to, I look for ways to ensure that the team is heterogeneous in order to get the most well rounded viewpoints...a mix of tenured and newer team members and members that I know will look at the project or tasks through their own lenses based on their prior experiences. I then encourage open dialog and ideation around problem solving, process improvement, or new approaches to complete the project. Ideally, I'd like to see everyone on the team contribute in their own way to leverage their knowledge, skills, and experience and find the best way, at that time, to accomplish the goals of the team.

Eine Kernkompetenz jeder Führungskraft ist es, die richtigen Team Member einzustellen. Dazu gehört für mich als erstes die Assistenz, die als strategische*r Business Partner*in immens viel leistet. Hier ist nur ein Grund für die Assistenz als Effizienz und Produktivitäts Manager*in: Priorisierung und Delegation: Eine Assistenz kann dabei helfen, Aufgaben zu priorisieren und geeignete Aufgaben an andere Teammitglieder oder Abteilungen zu delegieren. Dies ermöglicht es der Führungskraft, sich auf strategische Herausforderungen zu konzentrieren.

There are a few great contributions here already that bring great advice. I'll add something I've found to be important in my own career path: a key trait for managers to seek in people to hire and develop is passion. Do they show a desire to do the work? Does it energize them? Are they looking forward to the challenges and opportunities the work will create? Too often people are just looking for a paycheck, then they quit because they are burnt out or found somewhere else that pays marginally better. People with a passion for the work are willing to stay because they can find security in the enjoyment of what they do. Burn-out is most often not about overworking, it is a miss-match in what the employee enjoys vs what they are doing.

Building and delegating to a strong team is like being a chef in a bustling kitchen. First, recruit a diverse crew - you need both the seasoned sous-chefs and the eager newbies who don't know a whisk from a spatula yet. Mix them together with clear roles and responsibilities; this isn't a time for a mystery ingredient. Then, delegate like you're Gordon Ramsay, but with less yelling. Trust your team to handle their tasks – don't hover like a helicopter parent at a playground. And remember, a pinch of encouragement and a dash of humor can make even the toughest tasks more palatable. In the end, you'll have a team that works together like a well-oiled, albeit slightly quirky, machine.

Cultural-fit is a must. there are no 2 ways about it. Hiring goes wrong the moment you compromise on values and attitude thinking "oh but they can bring a lot of sales for us". Hire for Strong work ethics, Attitude and personal values and then train for skills, or else risk deteriorating your company culture.

Effective delegation includes understanding each team member's strengths, interests, and goals. During one-on-one meetings, discuss team members' skills, aspirations, and areas for growth to ensure that the right individuals are chosen for specific tasks, promoting alignment with both personal and organizational objectives.

Trust within a team isn't one-sided. From my mentoring experience, one of the most common challenges I observe in leaders revolves around delegation. This often stems from a pursuit of top-notch results and uncertainty about the team achieving the desired outcome independently. The solution? Start small. A strong team emerges when responsibility is shared.

👥 Building a Strong Team: Trust but Verify 🔍 To foster a robust team, implement a trust but verify system. Entrust team members with authority, encouraging responsible task handling. Emphasize regular recording and reporting, not as a lack of trust, but to create a tangible record of achievements. This documented proof becomes a valuable asset, supporting team members in their future advancements. 🌟

Delegating work requires providing clear guidance, due dates, context, and expectations. Building trust involves empowering team members to solve problems and make decisions independently, cultivating an environment of mutual respect and accountability.

As a business leader, If you cannot 𝗱𝗲𝗹𝗲𝗴𝗮𝘁𝗲 — you cannot 𝗚𝗿𝗼𝘄 nor 𝗦𝘂𝗰𝗰𝗲𝗲𝗱. Effective Delegation requires one key aspect — 𝗖𝗟𝗔𝗥𝗜𝗧𝗬 The reason leaders don't delegate is because when they've done, others have dropped the ball. and the major reason for it is 𝗟𝗔𝗖𝗞 𝗼𝗳 𝗰𝗹𝗮𝗿𝗶𝘁𝘆.

Creating a positive trust based culture is the key to start building capability. People knowing they are valued and respected and allowed to make mistakes without punishment or criticism will start to take small risks which will help the team develop its performance.

Many a times leader fail to overtly express their expectations on collaboration from the team. Left to their own devices a the team culture will deteriorate. Collaboration has to be fostered by the leader by linking people through shared common objectives. In a dysfunctional team, on the other hand, you will always see competing priorities and contradicting objectives leading to complete breakdown of team collaboration.

Delegating work is an opportunity for two-way feedback and communication. Regular check-ins, such as 1:1 meetings, facilitate effective communication channels. Prioritize open lines of communication to encourage team members to reach out with questions, nurturing a collaborative environment.

In my organization, we often set aside time in meetings specifically to call out success or share simple gratitude. Not just "big" success (Jane got the big sale she's been working on for weeks!), but celebrating the everyday work we do to support one another ("Big thank you to Doug's team for their help when we had a tough conversation with a customer yesterday.") Normalizing the recognition of gratitude for more common activities helps build camaraderie among teams and makes them more supportive and understanding of one another, building resiliency to challenges and powering future success.

Nothing is more encouraging than a timely pat on the back, a timely respectful validation, simple gratitude from the leader on good work done. Set stretch targets, celebrate successes and reward high performers. While at the same time help the under-performers course correct through timely feedback and guidance

Fomentar el autoconocimiento es el primer paso para impulsar un compromiso con el desarrollo continuo tanto a nivel personal como profesional. Por tanto, el primer paso para que esto ocurra en un equipo es facilitar el contexto y las herramientas necesarias. Otro elemento clave es impulsar el descubrimiento del propósito personal primero y del equipo después. Esto aportará mayor cohesión y alineamiento lo que, sin duda, redundará en el compromiso de mejora.

Organizations are naturally evolving entities. For this reason, it is important to strive to continuously grow and improve processes so that the organization does not become stagnant over time. Moreover, as members of the organization view others engaging in learning, it will stimulate motivation to increase capacity among the team.

Acknowledge the efforts of team members who complete delegated tasks. Celebrate success by giving credit where it's due, emphasizing the importance of recognizing individual contributions to overall team achievements.

As human beings, we are always in the process of developing ourselves. It is important to periodically reflect on our accomplishments and ask what more we can do with our lives.

Delegating is a skill that takes time to develop. Start with smaller tasks and gradually progress to more significant projects. Solicit feedback from team members and reflect on your own delegation skills to continuously improve and refine the delegation process for enhanced team effectiveness.

🚀 Nurturing Team Excellence 🌱 Tailor plans for individual growth. Provide skill opportunities for collective enrichment. Create pathways for leadership and encourage exploration of new opportunities. Foster a knowledge-sharing culture, support external learning, and align training with organizational goals. Facilitate cross-functional experiences and cultivate a learning culture. Provide networking avenues, propelling both individual and collective growth. Prioritize training for a skilled, adaptive team ready to seize future opportunities.

Building and delegating to a strong team involves clear communication, fostering a collaborative environment, recognizing individual strengths, and providing opportunities for growth and self improvement. Establish a shared vision, promote a common purpose, set clear expectations, and encourage open dialogue. And finally foster a culture of continuous learning and feedback to ensure the team evolves and excels together.

One key concept is the importance of psychological safety within a team. This involves creating an environment where team members feel comfortable taking risks, expressing their opinions, and making mistakes without fear of negative consequences. Personally, I experienced the power of psychological safety when leading a project. By encouraging open communication, acknowledging mistakes as learning opportunities, and valuing diverse perspectives, team members felt empowered. This not only fostered innovation but also built a cohesive and resilient team, contributing to the overall success of the project.

✴️Use Tuckman's team development process to build a strong team ✅️Forming ✅️Storming ✅️Norming ✅️Performing ✅️Reforming Unlike a team building event, this process once experienced & transferred, can be replicated with predictable results! ✴️Use 2-Rhythm to build trust and accountability ✅️Rhythm of relationship with individuals ✅️Rhythm of accountability with individuals with clear roles & SMART outcomes ✴️Use Situational Leadership (coaching is one of the 4 styles) to delegate wisely ✅️Assess based on clear goals before delegating ✅️ May have to teach before delegating ✴️ Team understands interdependencies with clear hand-off criteria