The Art of Delegation

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by Eliot Gattegno , Athena, and Nadav Klein, INSEAD

 

A framework for developing this critical leadership skill.

Consider this man. He takes daily post-lunch naps and frequently dozes off in a lounge chair after dinner. He spends his afternoons at home rather than at the office, tending to his garden and golfing. He spends months away from work on vacation. He prides himself on avoiding “hustling”. “I’m here because I shirked: [I] did less work,” he reflects.

Many people may look askance at such a guy, but in fact this was how John D. Rockefeller, arguably the wealthiest man in modern history, spent his days. Rockefeller attributed his productivity not to his own hard work, but rather to his ability to delegate; He was able to assign responsibility to people in his organisation so that the work could be scaled as effectively as possible. 

The challenges of delegation

Delegation skills are just as important today, albeit in short supply. A Gallup study found that superior delegation skills of a company’s management corresponded with greater revenue and business growth. However, according to a 2007 survey by the Institute for Corporate Productivity, about half of the companies that responded had concerns about employees’ delegation skills. Yet, only 28 percent offered delegation training. More recently, a 2021 survey found that delegation was rated as the second most important skill behind empathy in mitigating employee burnout, but only 28 percent of participants said they were receiving training in this area.

Among the reasonswhy leaders under-delegate, perhaps the most important one is that there is currently no clear framework for delegation. This lack of structure leads to a superficial view of the practice, where it is merely seen as something that leaders must do more of, somewhat similar to visiting the gym more regularly. While we generally agree that delegation should be practised more frequently in many organisations, the key is in understanding how to delegate, and how much. Just as a workout routine is necessary for gym sessions to be useful, a basic framework is needed for delegation to be effective.  Continue reading →

5 steps to take to get a promotion in 2025

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by Jared Lindzon

 

Americans hoping for a promotion in 2025 should prepare to face stiffer competition.

Economic instability took a bite out of payroll budgets in recent years, and as employers finally find themselves in a position to start dishing out raises and promotions again, they’re expected to have their fair share of worthy candidates to choose from.

According to a recent survey of 2,000 employers by ZipRecruiter, most are anticipating stronger earnings this year, and intend to use some of those funds to increase compensation. Roughly 55% are planning modest pay increases of 1% to 4%, and about a quarter expect to bump up salaries by 5% or more. By comparison, nearly half of employers planned to reduce payroll budgets this time last year.

While that’s good news for employees, the significant swing in employer sentiment means many promotions have been deferred, and more employees are waiting in line for their next career advancement opportunity. At the same time, a weakened economy has resulted in less job-hopping in recent years, meaning there are fewer vacancies to fill.

“We’ve seen overall quit rates drop, and there’s not a lot of turnover within companies, so people are staying in their positions longer, meaning there’s potentially fewer spots available,” says Amy Garefis, ZipRecruiter’s chief people officer. “So, it’s even more important to stand out from a group of people that may be tenured, all vying for the limited promotion positions available.”

Here are a few key steps that employees can take to help their odds of getting one of those coveted promotions in 2025:

1. Don’t be indispensable

Those looking to move up the career ladder this year need to walk the fine line between effective and irreplaceable, says Garefis. Continue reading →

From Hire to Hero — 4 Strategies for Onboarding Senior Executives

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by Bidhan Baruah

 

Finding the perfect hire for a senior executive position can take months of searching and interviewing — but that’s only half the battle.

Without an effective onboarding strategy, you may end up repeating your search in 12-18 months. Whether you let them go for failing to hit their target or they leave out of frustration, the result is the same.

When that happens, you’ve not only wasted time and effort, but you’ve also lost a substantial chunk of your budget. Gallup research shows that it costs one-half to two times an employee’s salary to replace them — and a senior executive’s salary is substantial.

Their departure also leaves a hole in your leadership structure that can impact team morale and productivity.

Therefore, hiring and retaining senior executives requires a flexible onboarding process that strategically integrates them into their new roles and the company as a whole.

1. Start before their first day

Expecting new hires to “hit the ground running” doesn’t make much sense. Why would you want them running before they know where the goal line is? They may end up heading in the wrong direction.

It’s much more effective to give them a map of the territory and let them get their feet under them. Prepare all the information they’ll need and have it ready before they walk in the door for the first time: key stakeholder names, organizational charts, a background on their department and team, etc.

That’s not to say you should dump it all on the new executive all at once. To avoid overwhelming them, gradually provide the information over their first two or three weeks. Continue reading →

Hope Is a Skill We All Need to Practice

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by Manfred F. R. Kets de Vries

 

How to harness the power of hope when the road ahead feels uncertain.

We’re often warned against opening Pandora’s box, a metaphor for unleashing a torrent of evils on the world. Yet, we forget an essential detail: Elpis – the spirit of hope – remained within the box. Even when the world seems consumed by chaos, hope endures.

Throughout history, philosophers and leaders have celebrated hope as a powerful force. The ancient Chinese philosopher Lao Tzu observed, “As long as we have hope, we have direction, the energy to move, and the map to move by.” And military leader Napoleon Bonaparte recognised the influence of hope in leadership, declaring, “A leader is a dealer in hope.”

Many have conceptualised hope as a desire and a belief in the fulfillment of that desire. However, hope isn’t just naïve or unbridled optimism, where we assume a positive outcome is inevitable; it entails action. Hope is goal-oriented and accompanied by a realistic plan, making it a powerful source of motivation. It is an engine that not only helps us envision a future possibility but also empowers us to take action to create this future.

The nuances of hope and how it manifests

Our capacity for hopeful thought begins to develop in early childhood, as we start to understand cause and effect. This marks the moment we become conscious of our agency: our ability to act independently and shape our own destiny, allowing us to imagine and pursue different paths and possibilities. This sense of agency becomes an important coping or survival mechanism, especially when the path we’re on appears to be blocked.

Hope can be categorised into two main types: realistic and unrealistic hope. Realistic hope is grounded in what is reasonable, possible and achievable. It is action-oriented, driving a person toward attainable goals. Unrealistic hope, however, is wishful thinking, where we expect positive outcomes to fall into our laps. Individuals harbouring unrealistic hope may find themselves disappointed and frustrated when their expectations aren’t met. Continue reading →

10 Essential Skills To Help People Leaders Develop In 2025

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by Chelsea C. Williams

At Reimagine Talent Company, we upskill people leaders for the constantly changing workplace environment. In 2024, I worked with thousands of global professionals to help them evolve their impact in support of their teams and as a driver of business performance and impact.

In thinking back on the year’s encounters, I identified 10 essential skills that HR teams will need to help people leaders cultivate. Whether you’re working with a first-time people leader or a seasoned leader, these skills will help them connect, empower and retain a multigenerational, inclusive workforce.

1. Managing Change

In a time of rapid technological transformation and societal shifts, the ability to manage change effectively is crucial. People leaders must navigate organizational shifts and guide their teams through uncertainty. Developing their change management skills, such as communicating, building support, addressing resistance, planning and implementing, will empower them to help teams adapt and thrive.

2. Collaborating

Facilitating collaboration among team members will be essential for innovation and problem-solving, especially for remote and hybrid teams. People leaders should create an environment where everyone feels empowered to contribute, regardless of their work location. You must ensure your company’s leaders can establish clear communication and foster spaces for creative brainstorming and idea sharing. Continue reading →