Coaching cases · Anonymized actual case · Delegation & decisions
A place to begin
A fashion-export team leader explored the concern behind constant checking and shared decision criteria with the team.
Fashion export · team leader · overlapping buyer, production and reporting responsibilities
The starting situation
After taking on part of a departing manager’s work, the leader carried buyer communication, production coordination and internal reporting. Correcting team mistakes added to long hours and tension. The more the leader checked, the more the team waited.
What coaching explored
The leader explored the fear of problems emerging without personal checking and a sense of contribution tied to doing more. Coaching made room to understand how this responsibility had helped and where it was becoming costly.
A reflection invited by the original case is: how could I contribute to the team’s growth even when I do not do the work myself?
Practices the leader tried
Buyer-facing responsibilities were delegated in stages. Decision authority, escalation situations and expectations around mistakes became clearer. Development priorities, weekly sharing and 1on1 conversations supported the experiment.
Changes reflected on in the account
The original account describes a wider scope of independent team responses and less direct intervention and overtime for the leader. The leader reflected on how shared criteria made it easier to step back.
A question for HR
Alongside a leader’s willingness to delegate, explore authority, team experience and agreements about mistakes. What question does this experience open up for your organization?
Questions about this topic
What was explored in this case?
The leader’s wish to check work personally and the team’s scope for judgment were explored together.
Where could our team begin?
Ask how both sides understand decision scope and the conditions that call for support.