Result of your test: delegative manager

You are a "delegative" type of manager

You pay particular attention to the organisation and delegation of your team's work. For you, the method is the most exacerbated aspect of management. But the pragmatism can sometimes make you forget what's emotional and make the work too "mechanical". Perhaps you could consider the more relational aspect of your communication. Another approach is to stay as close as possible to project monitoring.

Your strengths

You're organised.
You empower your employees.
You give people autonomy.
You show your appreciation for your teams.
You involve and develop your staff.

The delegating manager in high-stakes situations

Two examples:

In a conflict situationThe manager who is predominantly "delegative" will disassociate himself from the situation and his colleagues. He will ask them to resolve the problem between themselves. If no solution is found, he will decide alone or put off resolving the dispute until a later date.

Faced with a budget cutHe will then bring his staff together and ask them to make their own proposals for adjusting their budgets.

Your areas for improvement

Improve your direct communication

Why is this?

Too much trust and autonomy can lead to a lack of communication and meaning. Communicate more directly enables you to monitor each employee more closely, strengthen cohesion and boost productivity.

How do we do it?

Be a good listener, particularly through non-verbal communication, and speak with ease, adapt your communication to the person you are talking to and choose the right communication channel, criticise constructively and accept criticism.

Get closer to your team

Why is this?

By getting to know your employees better, you can assign them tasks that match their skills and sources of motivation. This is one of the keys to getting the best out of everyone.. More motivation = more performance.

How do we do it?

Develop a empathic listening of your colleagues, salute their achievements and give them marks of recognitionTake a step back in the event of conflict. In other words, (re)introduce the human element into your management style.