A top-level executive, let’s call her Shweta, was lacking a very important acumen of leadership, namely that of delegation.
Being unable or unwilling to delegate work to her team was affecting her to the point of near burnout. A situation to which
micro-management will inevitably lead to. Her inability to trust others caused her to complete far more work herself instead
of delegating it to her team members. Besides herself, this also affected her team members who did not have the opportunity
to grow and learn themselves. Even though Shweta was well respected for her business & financial acumen, as well as for the
growth she was generating for her Corporation, her lack of the vital management skill of delegation was causing her severe
problems to the point of the before mentioned near burnout.
Our objective was to enhance Shweta’s leadership persona, abandoning her worker’s mentality and to induce her management persona. Get her to delegate more and learn to trust her team, while keeping the overall control.
We started the Coaching process with a 360 feedback. We started the Coaching process with a 360 feedback. The resulting reports showed Shweta how positively she was perceived by her peers and her colleagues. When diving into the root cause of her issues during coaching it became clear, that it was based on real or perceived prejudice against women in leading positions in the workplace. She, being a female executive felt she had to work twice as hard as a male executive and that even the slightest mistake would give leave to justify those prejudices against female executives. Considering her thought process, her reluctance to delegate became clear since she would be held responsible for any mistakes her subordinates would make.
Increasing self awareness
Shweta realized that most of the stress and pressure she was under came from her own fears and expectations. The feedback she got from reports by her superior and peers made her aware that she was in fact seen as a very professional asset to the organisation with a high level of expertise.
Understanding and accepting the challenges
Shweta understood that delegation was something she really needed to work on for two reasons: she simply didn’t have time to do everything herself and – equally importantly – she was depriving her team members of valuable, important growth opportunities. Since she genuinely cared about the quality of her reports and her team, the latter was a strong motivator for her to learn how to delegate.
Falling back on strengths
The strengths revealed in Shweta’s 360 – aside from her technical expertise – were that she was helpful, articulate and possessed a high level of integrity. All those strengths could be leveraged by her coach in building her unique leadership persona.