DEVELOP EMPLOYEE AUTONOMY THROUGH DELEGATION
Deux travailleurs qui se passent un témoin lors d'une course de relais

While delegating may seem simple on paper, the situation is complex in practice. The managers may feel as if they have less control and are wasting energy by adapting to other ways of working that delivers results that are not always up to their expectations.

However, delegating is essential for the manager to maintain the necessary distance from their role, and it is an indispensable action to guarantee the team's development. Delegating stimulates the employee's autonomy, and it is a key factor in motivation. Laying the foundations for effective delegation means defining why we delegate and how to do it, in order to build solid agreements and gain efficiency.

Objectifs :

I  Identify and understand the obstacles to delegation.

I  Identify the skills and motivations before delegating.

I  Define an appropriate delegation strategy.

I  Adopt a posture that reinforces the employee autonomy.

I  Seal agreements on the follow-up and expected deliverables.

Contenu :

I  The delegation game (Thiagi).

I  The Eisenhower matrix.

I  Situational leadership.

I  The motivation grid.

I  The DESC.

Each training is adapted to the needs and context of the organisation. The pedagogical approach is playful and participative, offering time for individual reflection and concrete group experiences as well as role playing. The optional presence of an actor makes the approach even more effective.