Next step: delegate, delegate, delegate
Distributed leadership creates a bubbly development in your organization and increases creativity, productivity and efficiency. Also, teams-of-teams automatically implies delegating tasks.
You can take the following steps:
- Make a list of all your tasks and the decisions you have.
- Find out if the tasks and decisions are the right places, that is, if the employees and colleagues have the right skill set to handle it – use the ‘Pizza Model’ to this.
- Offer the tasks to those who have the willingness, time, and skill to run with them.
- Be sure to capture misunderstandings or erroneous assumptions by having frequent touch-points between you, with briefing on progress, etc.
One must understand that delegating is based on a mix of needs from the project and the employees wishes, handled as a collaboration between the manager and the employee. This means, that the tasks and the pizza slices of the model are distributed to the team-of-teams, managed by the manager.
More than often an employee or manager typically prefers only two of the four pizza slices. This means, that having the option to distribute the leadership tasks and consequently re-aligning personal preferences with the newly emerged roles is a relief to some. They get released from the tasks, that they don’t feel skilled for or like, and gains new traction and well-being in their new role.
Solve problems with the model
You can also use the tool the other way around, starting with a project or a problem to solve.
In October we held a Hacktober, trying to hack future problems. We used the ‘Pizza Model’, to find out, who in our organizations are capable of handling potential future problems as well as where we need to increase focus to handle the potential problems.
When solving a problem, the model can be used to understand which capabilities are needed to solve it.
Start by asking four questions:
- Which problems do we want to resolve?
- Who does it affect?
- What happens if we don’t solve this problem?
- What happens if we solve it?
Look at the four orientations from the model and which orientations will be affected by the problem or is useful to solve it. Afterwards assess who in the organization has the
capabilities to solve the problem.