Challenges and solutions in times of change
In today’s working world, leaders are faced with a multitude of challenges. Especially in times of rapid change, increasing regulations, automation, and digitalization, many find it difficult to devote sufficient time to what truly matters – leading their employees. Instead of focusing on strategic development processes, they often spend the majority of their time solving acute problems or acting as subject matter experts.
The dilemma: Experts instead of leaders
This phenomenon leads to a vicious cycle: Leaders delegate tasks to employees who may lack the necessary expertise or self-management skills to act reliably. As a result, leaders must invest more and more time in correcting mistakes or compensating for deficiencies, which hinders their actual leadership work. The outcome is a decline in employee engagement, decreasing performance, and a drop in overall organizational productivity.
Why is it so hard to find time for leadership?
In practice, many leaders act as experts because they are tempted to take over their employees’ problems. Moreover, employees often have a misguided understanding of leadership: They expect their leaders to solve problems for them instead of supporting them in developing the skills needed to solve those problems themselves. This creates the risk that leaders remain stuck in the role of problem-solver rather than actively fostering employee development.
The way out: Clear priorities and delegation
A key approach to breaking this cycle is to consciously focus on core leadership tasks. Leaders should ask themselves: What am I truly responsible for, and which tasks can I delegate to my team? It is also essential to develop employees specifically for the delegation process.
What should be considered when delegating?
Not every task is suitable for every employee. Employees without basic competencies require initial guidance and clear instructions – the principle of “show and imitate.” For employees with foundational skills and a sense of personal responsibility, it makes sense to assign greater responsibilities. This requires an investment in coaching and reflection to build trust and strengthen their ability to work independently.
Understanding leadership and recruitment
Another important aspect is the understanding of leadership within the organization. Employees should understand that they are expected to become the best experts in their field, and that the development of their competencies and personal responsibility is central. When recruiting future leaders, it is crucial not only to consider technical skills but also the ability to support and develop others. The best experts are not automatically the best leaders.
Conclusion
A lack of time for leadership is a common phenomenon in today’s professional world. Through clear prioritization, targeted delegation, the cultivation of a supportive leadership mindset, and focused talent development, leaders can reclaim time for their core leadership responsibilities. In doing so, they enable sustainable team development and ensure the long-term success of their organization.
If you would like more detailed information, feel free to reach out: b.gattermeyer@argo.at