Result of your test: delegative manager

You are a “delegative” type manager

You pay particular attention to the organization and delegation of work of your team. At home, the method is the most acute aspect of management. But the pragmatism can sometimes make us forget what is affecting and make the work too “mechanical”. Maybe you could consider the more relational aspect of your communication. Another option: stay as close as possible to monitoring projects.

Your strengths

You are organized.
You empower your employees.
You leave autonomy.
You show gratitude to your teams.
You involve and develop your employees.

The delegative manager in high-stakes situations

Two examples:

In a conflict situation, the predominantly “delegative” manager will dissociate himself from the situation and his colleagues. He will ask them to resolve the problem between themselves. In the absence of a solution, he will decide alone or postpone the resolution of the dispute until later.

Faced with a budget cut, he will bring together his colleagues and ask them to make proposals for adapting their budgets themselves.

Your areas for improvement

Improve your direct communication

Why is this?

Excessive confidence and autonomy can lead to a lack of communication and meaning. Communicate more directly allows you to ensure better monitoring of each employee, strengthen cohesion and increase productivity.

How do we do it?

Be a good listener, particularly through non-verbal communication, speak with ease, adapt your communication to your interlocutor and choose the right communication channel, criticize constructively and accept criticism.

Get closer to your team

Why is this?

Knowing your employees better allows you to assign them missions that correspond to their skills and sources of motivation. This is one of the keys to ensuring that everyone gives the best of themselves.. More motivation = more performance.

How do we do it?

Develop a empathetic listening of your colleagues, salute their successes and give them marks of recognition, take the high ground in the event of conflict. In other words, (re)put the human element into your management style.