In companies, delegation is a necessity for the management and growth of the company. However, it is common for the concept of delegation to still be confused with the distribution of tasks, and in the worst case, it only transfers tasks that leadership does not like to do.
Distributing tasks according to each team position is already part of teamwork and time management, and the leader must manage those tasks.
Delegation is the transfer of power. The higher person in the hierarchy gives someone the power and representativeness to act on their behalf. The act of delegation is always exercised by a hierarchical superior of the person chosen to receive the delegation.
The company has already invested in courses and training for leaders, but internal promotions have become problematic, costing time and money - in addition to generating friction between leaders.
The first step of the needs analysis was to find the reason for the training and courses not to translate into positive results for the firm’s goals.
Because training and courses were already common in the company, we decided to use the Action Map to find the best solution to the performance problem. After reviewing which courses and training scans were offered and who took part in them, we met individually with the company’s directors and subject matter experts (SMEs).“This approach allowed us to obtain objective information without creating tensions between leadership members.”
The board defined two goals for the project:
Make managers and supervisors proficient in the delegation process and, so, be able to develop team members.
During the interviews we looked to define what people would need to do to achieve their goals. In the data collected we found that effective delegation was the priority task. At the same time, we ask, “Why aren’t people delegating right?”
Among the reasons listed were three tension situations that led to problematic delegation scenarios and thus promotion:
However, the three situations above focus on the delegate, not the delegate, the latter, yes, the target audience of the project. As a result, we conducted a new round of interviews with some leaders and experts on the subject to understand the cause: whether it was a company’s cultural problem, lack of information, lack of skills, etc.
With the data we were able to conclude that the courses and training delivered theoretical knowledge to the leaders. However, most of them found it difficult to apply the theory in real life. For them, reality has vastly different nuances of theory and applying the course material in daily life would be nearly impossible, as, for example, always have a professional with all the qualities necessary to delegate.
With Problem Analysis in hand, the time has come to decide the best approach to motivate them to strive to implement the theory of the delegation process in their routines. For this, the solution needed to have three characteristics.
We decided to create an eLearning experience based on scenario-based and informative material about the delegation process for consultation when needed.
The instructional design solution would be used, at first, on the participants’ computers. However, the company also wanted this solution to be accessed from smartphones and tablets if necessary.
The information material needed to summarize the steps for delegation and guidance for more complex materials if the person needed or wanted more information.
On the other hand, the scenario-based eLearning experience had to address the three problematic situations that led to delegation and promotion problems.
Using the action map as a basis, I then created a framework for this project, referring to my conversations with SMEs to create a realistic scenario.
This scenario would be a delegation challenge, where the person could choose his “delegate” from among three personas, representing the three situations of tension during the delegation process.
Each “delegate” has its own characteristics, and the person needs to make decisions during the process. Each path has its own choices based on each character. Each decision will have consequences and, on the basis of their own choices, the person may be promoted, remain in the current position or dismissed.
The consequences are important objects in the experience. It is through them that the person will be able to understand his decision-making process and, through interpretation, make self-criticism of their decision process and values, seeing how they affect their approach during the delegation process.
The 3 personas, in addition to creating veridiction and preparing the person for real situations in the company, also creates engagement, since there are 12 ends to the scenario.
The process of creating the Leadership and Delegation Scenario provided me with several important experiences. The main lessons for me were:
We are at your disposal if you like this project and believe we can help your business.