A continuación, te explicamos cómo puedes dominar las habilidades clave para delegar eficazmente en un rol de cambio cultural.

Before KPI's and complex methods people need to have clear a PURPOSE, for the position and for themselves. This is not only why the position exists, it's about the impact of the contribution in other members and the results. It is not easy to translate this "purpose" in an emotional and rational argument, but when we achieve it we can strongly convince the team member to pursuit the expected objectives.

In my humble opinion communicate! communicate, communicate! It’s vital for leadership to share the vision, be SMART about delivery, provide guidelines/benchmarks and then communicate it again…. All the way from the top to individual contributors. And for goodness sakes, “keep it simple”. Think — “here’s where we were, here’s where are & here’s where we are going… “ Transparency goes a long way toward building effective change. When people know more, they are inclined to do more, “Maya Angelou”…Transparency opens up the channels for trust… if trust exists, opportunities to create a shift or change are easier to adapt. Invite teams into providing solutions. Get their buy-in, ask for feedback. Train them, be flexible & adjust accordingly

The key skills for change are multiple. But above all, you must be able to communicate regularly (as a leader), to as many collaborators as possible, and surround yourself with a team that will embrace the culture of change and help bring about change by showing examples and results to all employees... In this way, we will be able to create a group of skills that will promote change in an organization.

My experience has shown me that to achieve profound change, you must define 3 macro objectives and then break them down into micro objectives, without ever exceeding the number of 10. Then, you must define a timetable, which generally extends over a period of time. calendar year and which is in line with budgetary and financial objectives. To this, you must attach a collaborator who will sponsor the action plans linked to the micro objectives, and attach a team to accomplish the tasks enabling the plan to be executed.

Para dominar a delegação eficaz em uma função de mudança de cultura, é essencial comunicar claramente os objetivos e valores da mudança, identificar talentos na equipe e estabelecer expectativas claras. Fomentar um ambiente de confiança e autonomia é fundamental para permitir que os membros da equipe tomem decisões e resolvam problemas. Além disso, é importante fornecer feedback construtivo e reconhecimento pelo trabalho realizado, acompanhar o progresso da equipe e oferecer suporte quando necessário. Por fim, é crucial avaliar continuamente o desempenho da equipe e ajustar a delegação conforme necessário para alcançar os objetivos da mudança de cultura.

setting clear expectations, i would undertake contracting with everyone involved so its clear and provides direction. If everyone understands their roles and you have been clear with how much and when you will delegate it, they will expect this

And define not only the goals, but make clear what all of it is good for. Share the vision of the new culture and why it is a change for the better. Only if this is clear, your team members will be able to appropriately react to unexpected events.

Delegation involves transitioning from directing your team step by step to empowering them through coaching and support. It's not about simply assigning tasks and expecting them to be completed. Clear expectations and goals are essential for ensuring the process is both efficient and effective.

Definir metas claras é essencial para o sucesso em projetos de mudança de cultura organizacional. Peter Drucker defendia que "o que é medido é gerenciado", destacando a importância de metas específicas e tangíveis. Comunicação eficaz das metas, como ressalta John Kotter, é crucial para engajar a equipe. Já William Bridges destaca que metas fornecem direção durante mudanças. Metas bem definidas mantêm o foco, motivam a equipe e permitem ajustes para garantir o sucesso da mudança.

To successfully implement a cultural change plan within an organization, I have always relied on strong internal relays, who form opinions. It is not necessary that this relay be a person high in the hierarchy. But this person is chosen because of its strengths, and its exemplarity, which will enable all the participants to be engaged around the cultural change. He will be actor of the change, and more you have people like this around you, more you have strengths and power to accomplish the plan.

Doing a personal SWOT analysis for their role in the Culture Change with each of your team members, can help you and help them reflect on key skills needed and where they currently stand. Knowing and helping them clearly define their strengths and then play to them, will create a number of opportunities to put them in their natural element, where they can thrive.

La transformación, cambio y/o evolución cultural se da en contextos ecosistémicos, en los que subsisten e interactúan distintos procesos y factores. Dentro de este marco, en el capital social de las organizaciones (equipos, relaciones, contexto ambiental, rumbo estratégico) residirán las capacidades y principales posibilidades de cambio efectivo. El capital humano (equipos) será así un elemento central en el proceso evolutivo, siendo indispensable mapearlo y detectar brechas y potencial, para así impulsar una estrategia sostenible para su desarrollo (basada en elementos de credibilidad, convicción y confianza) y para optimizar su contribución a los resultados esperados.

The saying “ square pegs in round holes” is fitting here because often times change occurs and it is based on feelings or personal biases. In today’s world it often seems like merit no longer counts and we have to guard against this. For the change to be effective, you must understand the strengths of and opportunities for development in the individual. In any role there is always need to have growth and development otherwise persons become complacent and performance is mediocre at best.

I was able to see during my experience that change plans revolve around strong communication which consists of 3 simples actions : - First, make an initial clear announcement to all managers/leaders on the reasons for implementing a change plan (vision, diagnosis of the organization, needs, objectives), then disclose it to all members , - Secondly, inform the entire organization how the plan will unfold (explain why, who are people and sectors involved, what's the duration, objectives), - Finally, share regularly (and at least every month) the results of the execution of the plan, so that all members can have a clear vision and transparency on what is happening.

Clear comments is very essential as it will help to pass the tasks assigned and what to do and how it should be done, ensuring that the communication is designed in such way that the tasks are under stood, Also communication must be SMART

La comunicación abierta y constante también juega un papel crucial para mantener a todos y todas informados/as sobre el progreso del cambio y abordar cualquier desafío que surja en el camino.

Many change programs fail due to inadequate and inaccurate communication. Jumping in to carry out the change without explaining the WHY has been known to destroy many changes in organizations. Additionally, not having timely communication is dangerous as sufficient time is needed by all who are impacted, to digest and accept the change(s). Hence, one hears about “Change and Engage” strategies as it is well acknowledged that change without engagement leads to failure!

From my experience, I have noticed that you always need to have 3 supports to carry out a change plan: - Shareholders (who will validate that "the plan" is part of the short and long term strategy), - A consultant who will help formalize the plan by organizing collective meetings over a short period (one to two months) to mobilize the teams on the construction of the steps and milestones, - An internal sponsor (charismatic and open-minded) who will be both a support for the teams, but also responsible for guiding the teams in order to achieve the objectives defined in the plan (generally 3 macro objectives broken down into 10 micro objectives).

Check in regularly to make sure your team is not overwhelmed with the new tasks. Ensure proper training, guidance and support is offered along with regular feedback to keep the team on track.

Además, es importante brindar apoyo y recursos adecuados a tolas las personas del equipo para garantizar que puedan cumplir con sus responsabilidades de manera efectiva.

En el centro de cualquier estrategia de desarrollo, cambio y transformación organizacional, estará la gestión del aprendizaje y conocimiento. Será un vehículo para sostener las redes de acción de cambio y de apoyo a todo el proceso. La autonomía y la efectividad del proceso se refuerzan al existir conocimiento compartido, capitalizado en formas de apoyo y colaboración permanentes y accesibles.

Delegating is not passing your overload jobs to your team members, this is part of your leadership role to teach and develop them. - Define the purpose and provide clarity to motivate them to have accountability. - Set a regular conversation to monitor the assignment and to track the progress. - Provide proper guidance and be respectful to their feedback. - Set a clear measurement to make sure the fairness of the evaluation process. - Celebrate any progress they make

In my experience the support is crucial more than ever, during change since not everyone in the team would be as accepting to change. One has to look out for those who may nod yes to understanding and agreeing but the actions are more of resistance. Checking in with the team on a frequent basis, as well as 1-2-1 with each member also works to demonstrate care and willingness to listen and show empathy. Leaders need to go beyond the surface and pay attention to the non- verbal behaviours at this time.

I noticed that it was always necessary to have solid internal support. So as a leader, I brought together the main managers who had the trust of the members of the organization, to empower them as sponsors of the change plan. Indeed, for each objective of the plan, you must choose a charismatic manager, a good communicator and opinion former. He will be responsible for coordinating a work team to achieve the objective of change. Finally, we must expose each manager and put them "in the light", by showing their work at regular intervals, with the aim of 1) being transparent with all members and 2) showing the progress of the work.

I recall a time when I worked with a team during a change and everyone was suspicious of me, felt I was there to criticize and find fault, to report on their deficiencies and remove them from their role. It was only through building trust and demonstrating genuine care and concern, being willing to discuss their fears, while being clear on my expectations of them during that time, was I able to create a psychologically safe space for them. The next time a change came everyone was more comfortable and continued to deliver as needed.Trust is not built overnight. It is earned through action and not words.

En el momento en el que se definen a los(as) participantes del plan de cambio, hay que definir el nivel de decisión que pueden tener en el momento adecuado. Una vez que los roles han sido establecidos, se debe fomentar que niveles de responsabilidad se vivan en su totalidad. En muchas ocasiones las personas que participan no son liderazgos formales dentro de la organización, pero dentro del proyecto si lo son y sus decisiones y propuestas deberán ser valoradas y escuchadas para un resultado óptimo.

I recall a time when I worked with a team during a change and everyone was suspicious of me, felt I was there to criticize and find fault, to report on their deficiencies and remove them from their role. It was only through building trust and demonstrating genuine care and concern, being willing to discuss their fears, while being clear on my expectations of them during that time, was I able to create a psychologically safe space for them. The next time a change came everyone was more comfortable and continued to deliver as needed.Trust is not built overnight. It is earned through action and not words.

A change plan must, in principle, adapt and change during its execution! Surveys should be carried out at regular intervals with employees or partners (suppliers) to assess progress and the satisfaction rate. These are short surveys of 4-5 questions, which will determine if the changes are positive. And if this is not the case, the plan will have to be adjusted. Some objectives are measurable because they generate financial gains. But others are more subjective, or associated with satisfaction or improvement in the atmosphere within teams. It’s subtle, but the polls manage to correct the situation for the good of all.

To master effective delegation in a culture change transformation role, it is crucial to understand the importance of delegation, identify tasks for delegation, communicate clear expectations, provide support and guidance, trust and empower team members, monitor progress and provide feedback, and continuously reflect and learn from the delegation process. By following these steps, you can empower your team, drive innovation, and lead successful organisational change. 🫡✨