Delegação

Fonte: Saia do Lugar

Seguem algumas sugestões para compartilhar a liderança e estimular os talentos da sua empresa

Dê autoridade para os mais qualificados para fortalecer suas competências

Defina os limites que cada pessoa tem para tomar decisões

Cultive um clima em que as pessoas se sintam livres para ter iniciativa sobre suas tarefas

Dê a autonomia e os recursos para as pessoas mais qualificadas e estimule que elas usem essas ferramentas

Não questione a decisão das pessoas que você deu autoridade para tomar decisões

Considere-se uma fonte de recursos ao invés de um gerente

Marque reuniões de acompanhamento apropriadas para analisar o progresso das tarefas e tomar ações caso necessárias

Você irá gastar menos tempo conduzindo seus projetos e poderá até desenvolver um senso de satisfação por resultados que não são diretamente seus.

Melhor do que isso, seus liderados poderão aumentar o sentimento de parceria e se tornarem mais engajados pelo sucesso da empresa, do time e deles próprios.

Do You Lead Leaders or Followers? (Ron Edmondson)

In my leadership experience there are two kinds of leaders. Every leader has followers or they wouldn’t be able to lead, but among leaders there are those who are willing to lead leaders and those who will only lead followers. Sadly I have witnessed many pastors who fall into “follower only” category, refusing to allow leaders to develop in the church. Their fear of losing control or being upstaged causes them to keep laypeople from becoming leaders within the church.

That’s not to say that we don’t need to lead followers, because of course we do. Some of the best workers in an organization and in the church are those who care nothing about leadership. Plus, it’s hard to be a good leader until one learns to follow. At some point, however, those with the propensity towards leadership in any organization will want an opportunity to lead.

When those who are in the position of followers begin to lead the real leadership skills of the person at the top of the organization are tested. The leader of leaders allows other leaders to develop in the organization, gives them freedom to dream and gives new leaders a sense of ownership in their area of responsibility. They recognize that as leaders develop the entire organization advances and everyone wins. The leader of followers, on the other hand, tries to keep followers from ever becoming leaders.

It’s easier to lead only followers. They will do what is requested of them, they are loyal and not usually as critical. Every organization needs followers. If someone remains a follower, however, they aren’t usually interested in taking the organization to the next level. They wait for leaders to do that.

Reversely, when a person is stifled from realizing their full potential as a leader they will eventually either leave the organization or cause problems within the organization. I have especially seen this take place in the church. The organization as a whole suffers because they are limited to the level of success which can be realized by the intimidated top leader who refuses to let other leaders develop. If an organization allows people a chance to lead the organization’s potential for growth increases immensely.

Decide for yourself. Do you want to lead leaders or only lead followers? Personally, I prefer to lead leaders.

Source: http://www.ronedmondson.com/2008/09/do-you-lead-leaders-or-followers.html

Ron Edmondson on Delegation

I have seen, and probably been accused of, dumping responsibilities on people inappropriately and calling it delegation. This form of delegation actually does more harm than good for an organization, because it leaves projects undone or completed subpar, kills employee morale and motivation, and keeps the mission of the organization from reaching its full potential. Recently I asked two of our staff people to whom I delegate frequently how I am doing in this area. It was a good conversation and helped write this post.
The bottom line is that delegation involves more than just ridding oneself of responsibility. You can’t dump and run and call it delegation.
For delegation to be effective the delegator must ensure the person assuming the delegated project receives:
Expectations – The person receiving the assignment must know the goals and objectives you are trying to achieve. They need to know what a win looks like. The question “Why are we doing this?” should be answered clearly in their mind.
Knowledge - The delegator insures the proper training, coaching and education have been received. The delegator should remain available during the process so that questions or uncertainties of details that arise can be answered.
Resources – Good delegation involves having adequate resources and money to accomplish the task assigned. Nothing is more frustrating than being asked to complete a project without the tools with which to do it.
Accountability – Proper delegation involves follow up and evaluation of the delegated assignment. This is healthy for the delegator, the person receiving delegation, and the organization.
Appreciation – The delegation isn’t complete until the delegator recognizes the accomplishment of the one who completed the task. Failing to do so limits the leader’s ability to continue healthy delegation.

Fonte: clique aqui.