It is clear that we are living through a time of great social change.
More and more people and companies are trying to understand their purpose in life. And we’ve noticed, in various social environments, that there’s no greater motivation than that which is born driven by a purpose.
No wonder we’ve heard so much lately about Systemic Management, Conscious Capitalism, Organizational Culture, Team Engagement, and so on.
Entrepreneurs and leaders in general are paying more and more attention to intangible issues within an organization, and increasingly feel the need to build a corporate culture based on values.
And one of the characteristics of these values-driven organizations is that they realize that social changes demand decentralized management, because they understand that the greatest asset an organization can have is trust and healthy relationships in all spheres.
For although we have received a legacy of values and beliefs about the need for strict control and keeping a tight rein, this type of leadership does not produce excellent results these days.
And one of the main demands of this Decentralizing Management is the need to know how to Delegate.
A leader who has mastered the art of delegating is one who knows how to convey to his or her subordinate the meaning of the task they are being given, the value that carrying out this activity has for the organization’s results and goals.
Delegating is not “delegating”. It’s not passing the buck.
Delegating is a process that requires follow-up so that the impact is positive. And this process requires the leader to have reached a level of maturity that allows them to act with determination, courage, detachment and perseverance, because only in this way will they be able to develop the person taking on a new responsibility, to be able to look at the impact of that activity on the whole system in which they are inserted.
That’s why it’s so important for those who take on a new responsibility to be engaged, to align that activity with the company’s mission and purpose in the society in which it operates.
We can’t ignore the fact that when a company is created, or when we start our professional journey, our need and our goal is financial return. However, as we develop professionally and our company becomes more established in the market, if we continue to focus too much on financial profitability, we run the risk of compromising our relationships in various areas.
Recent research by Teresa Amabile, who has been studying Creativity and Innovation at Harvard Business School’s Department of Management and Entrepreneurship for over 35 years, concluded that when people perceive that they are contributing to important things and that their work has value and adds to the team’s objective, as well as generating engagement, this perception generates an internal stimulus to creativity. And we know that there is no innovation without creativity.
Although we have a negative legacy from the industrial period that sought to separate the professional self from the personal self, today we know that we need to integrate who we are into all the social roles we play.
For past generations, living on autopilot might have been enough, but today it isn’t. Humanity is evolving and this dysfunction that we have inherited can only be cured if we align our personal values with the values of the organization in which we work.
As Richard Barret, one of the leading experts on values-led leadership, rightly says, the most successful organizations and people will be those that recognize that they need to “be the best for the world, not the best in the world”.
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