To understand your Automatization skills profile
Delegating is about empowering the Other, a person or a team, with an objective, a role, a responsibility or a project. In essence, knowing how to delegate means knowing how to develop the competency and autonomy of the Other.
Delegating follows a logical and natural progression divided into two phases:
ENGAGEMENT and Automatization.
Autonomizing means completing the delegation and making the Other autonomous.
To engage or to Autonomizing, you observe how and where the Other is positioned, and you choose your attitudes and stance to make the best use of the Other's leadership. But...
how do you make the right choices? In the Engagement phase, the Other is only partially ready to invest and commit; so you want to create openness, bypass resistance and get the Other more and more involved. In theAutomatization phase, you want to gradually
reinforce the Other's autonomy by knowing when, how and where to withdraw in order to facilitate his or her assumption of leadership.
You can't complete a delegation if you don't know how to Autonomizing.
The three fundamental attitudes
Every time you interact, consciously or unconsciously, you choose an attitude and
behaviors to express your position: you choose your " stance ". Your
stance is defined by the attitude or attitudes that make it up. When your stance is appropriate, your
influence is welcome and your interlocutors progress with you, hence the importance of knowing
how to choose whether or not to adopt a stance.
Each isolated behavior inevitably reflects one of the three attitudes. None is good
or bad in itself; each has its advantages and disadvantages, depending on the situation and
on the objectives you share with the Other. Each attitude represents a third of your power
to influence, so it's useful to know when and how to adopt these three attitudes:
D: The Directiveattitude : Advising, suggesting, ordering, asking, commenting, etc.
A: The Supportiveattitude : Giving confidence, encouraging, highlighting, recognizing, etc.
M: The Mobilizingattitude : Ask questions, make people think, reformulate, encourage ownership, etc.
Combining attitudes
In an interaction, such as a discussion or a meeting, you can use
several behaviors and, possibly, more than one attitude. There are eight possible combinations,
depending on whether you adopt none, one, two or three attitudes. We call each
of these eight combinations a " stance ". Each of the two phases of delegation has the same eight
stances.
Both phases are carried out in several stages
successive of one, two and three attitudes,
then three, two and one attitude.
In green, there are the typical postures of a
delegation which progresses in a natural
and fluid way. Yellow are the less frequent
postures that correspond to
irregular situations, often more
delicate and emotional. At both poles, you either interrupt delegation when none of the
attitudes is possible, or you mandate, when the Other is autonomous and no intervention
is required on your part.
The questionnaire
Your answers will enable us to draw up a skills profile illustrating your choices according to the full range
of possible postures in each of the two phases of delegation. The
questionnaire includes 16 scenarios:
- 8 are situations specific to the delegation phase
- 8 are situations specific to theAutomatization phase
There is one situation per stance, except for the DAM stance "I imply" which is targeted
by two situations, one in each phase.
Skills profile
- Your Automatization Skills Profile is not a psychometric tool.
- Your Automatization skills profile provides a snapshot of your skills prior to
participation in an Automatization skills development program. - It can be used for development purposes (coaching, training) or for your
understanding of the book Autonomizing The art of delegating and developing collective intelligence
(available at www.intercoherence.com).
There are three basic leadership styles in delegation:
Motivational leaders
These leaders are better able
to adjust to the typical
situations of the commitment phase.
Inspiring leaders
These leaders are better able to
adjust to the typical situations
of theAutomatization phase.
Versatile leaders
These leaders know how to adjust to
situations encountered in both
phases of delegation.
Each of these three styles is available in three variations:
Sensitive leaders are better able to choose their postures and behaviors in more regular
situations. It is more difficult for them to intervene when the situation is delicate and arouses
emotions in the Other or in themselves.
Moderating leaders know better how to choose their postures and behaviors when
emotions experienced in the situation make delegation more delicate. Sometimes these leaders
induce an emotional charge that hinders the Other's progress.
Calm leaders are little affected by the emotional charge of situations. The relevance of their
postures and behaviors is not reduced by the emotions experienced in the situation, whether these
are their own or those of their interlocutors. This style is the most effective because it
is the most flexible.
Would you like to find out more?
Based on the answer choices you provide, InterCohérence offers you:
Your detailed profile ($19.50)
- Your overall effectiveness, your delegation style (strengths and challenges);
- Your detailed efficiency for each phase of delegation, for regular situations and
for delicate situations; - Comments on your answer choices and suggestions for improvement
Your complete profile, individually written by François Pellerin M.Ps. ($99) - Everything in the detailed profile, plus:
- Personalized interpretation on four boards;
- Recommendations specific to your skills profile.