What do you do if your culture change process requires delegation?

Culture change is a complex and challenging process that involves many people, processes, and behaviors. Sometimes, you may need to delegate some of the tasks or responsibilities related to culture change to others in your organization. But how do you do that effectively, without losing control, alignment, or momentum? In this article, we will explore some tips and strategies to help you delegate successfully in your culture change process.

1 Identify what to delegate

Identifying what aspects of the culture change process you can delegate and to whom is the first step. When making this decision, take into account the urgency and importance of the task or outcome, the skills, knowledge, and experience of the potential delegatee, the level of autonomy and authority needed, and the impact and risks of the task or outcome on the overall culture change process. To help prioritize and assign tasks based on these factors, you may want to use a tool such as the Eisenhower matrix or the RACI matrix.

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Megan Wambolt

Transformational change consultant to growing teams | Tools for consistent performance and increased momentum. | MBA | Systems-thinker for values-based organizations.
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Culture is core. Delegating culture work can be done with care to people that live the values, are passionate for the culture and team growth, AND can truly see what gets in the way of living the culture for others. Change or strengthening the culture cannot be focused only on the positive. It needs deeply empathetic skilled people to see from others' viewpoint of what gets in the way of living a value in their daily work in order for people to live the culture in all the daily moments that create the air of the business.

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2 Communicate clearly and consistently

The second step in the culture change process is to communicate clearly and consistently with those you delegate to. It is essential that they understand the purpose and vision, expectations and goals, resources and support, as well as the feedback and evaluation mechanisms for the task or outcome. To help set and monitor objectives and actions with delegatees, you may wish to utilize a tool such as the SMART framework or the GROW model.

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Megan Wambolt

Transformational change consultant to growing teams | Tools for consistent performance and increased momentum. | MBA | Systems-thinker for values-based organizations.
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When a goal or a way of working (=culture) 'makes sense' intuitively, it's easy to talk about it less. To be less curious of obstacles. To be less agile in the ways that it is talked about. This leaves room for understandings to stray with each new team member, with each new goal, with each season and stage of growth. Communicating consistently comes in impromptu ways and intentional integration into activities.

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3 Empower and trust

The third step is to empower and trust the people you delegate to. This means giving them the freedom and flexibility to choose how to accomplish the task or outcome, the opportunity and responsibility to make decisions and solve problems, and the recognition and appreciation for their contributions and achievements. Additionally, you should provide feedback and coaching for their development and improvement. To aid in this process, you may want to use a tool such as the situational leadership model or the delegation ladder to help you adapt your leadership style and level of involvement according to the delegatees' readiness and competence.

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Tony Haden

Fire Chief (Vision Caster / Culture Warrior)- Pedernales Fire Department - MPA, CFO, CFE / Owner - Chief Haden Consulting, LLC
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An important part of delegating responsibility is making sure the person making decisions knows you will have their back. Even if they make a mistake and don’t get the job done how you wanted it done. Leaders cannot spend their time looking over their shoulders, so you need to be ready to publicly support them as long as they take action. If the action was wrong, tell them in private and give them things to consider the next time. Do not criticize them in a group setting if they made a decision and took action. The only exception is if no action was taken where it was needed. Empower, trust, and be ready to support the person you delegate items to.

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4 Align and coordinate

The fourth step is to align and coordinate the people you delegate to. It's important that they share and collaborate with other stakeholders involved in the culture change process, align and integrate their tasks or outcomes with the overall culture change strategy and plan, report and update on their progress and challenges regularly, and learn and adapt from their experiences and feedback. To help manage and improve the culture change process in an iterative and responsive way, you may want to use a tool such as the agile methodology or the PDCA cycle.

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Megan Wambolt

Transformational change consultant to growing teams | Tools for consistent performance and increased momentum. | MBA | Systems-thinker for values-based organizations.
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Prioritize culture change and reinforcement work by treating it as the 'people system' that enables all business results and impact. It is paying your heating and lights bill in your business. If culture work was non-negotiable, what other work would you and your core team delegate, streamline, etc? Treat culture as the core people system in your business that is the air to all other processes and business results and impact.

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5 Evaluate and celebrate

The fifth step in the delegation process is to evaluate and celebrate the results. You should measure the outcomes and impacts of the task or outcome on the culture change process, review and reflect on the process and performance of the delegatees, identify their strengths and areas for improvement, and celebrate and reward their successes and learnings. Additionally, you may find that using a tool such as the balanced scorecard or OKR framework can help you track and communicate the value of the delegation.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Tracie Saunders

Director of Corporate Travel and Events at Segal
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They say that team work makes the dream work for a reason. Delegating responsibilities is essential for the success of any team leader. Not only does it free up capacity for you to focus on other things, it helps team members to expand their skill set and to gain a greater understanding of the project. Also, a fresh pair of eyes often comes with a new perspective. Their questions could lead to innovation and/or process improvements.

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What do you do if your culture change process requires delegation?

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2

3

4

5

6

1 Identify what to delegate

2 Communicate clearly and consistently

3 Empower and trust

4 Align and coordinate

5 Evaluate and celebrate

6 Here’s what else to consider

Culture Change

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What do you do if your culture change process requires delegation?

1

2

3

4

5

6

1 Identify what to delegate

2 Communicate clearly and consistently

3 Empower and trust

4 Align and coordinate

5 Evaluate and celebrate

6 Here’s what else to consider

Culture Change

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