Let's experiment together...

1. Open Your Calendar

2. Find a week that it's most packed with appointments/meetings

3. Roughly identify which problems/subjects were these meetings suppose to solve/discussed

4. Identify Which ones can maybe picked up by someone else (and be very very honest about it)

5. Calculate how many hours were these meetings are planned

6. What's percentage on Your workweek hour?

Ok, so 1 x might be a chance => So pick another packed week, repeat the process 2nd & 3rd time.

=> What is your % on average of these 3 examples weeks?

=> Imagine, What else could you use this time for?

=> Imagine, What-If, Your team/people can solve this even Faster/Better than You do?

=> Imagine, What-if your team/people can solve it, How would solving it make them feel?

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16 years ago, When I was promoted to young team leader, I thought I was helping my international team by solving every problems that they encountered.

I was dead wrong!

It turned out, It was nice to be depended on. It was nice that I can be proud of solving those problem. But I became the bottleneck of the team, and the business continuity, and the self organisation, and the creativity, and self confident & bonding of my team.

I learned valuable lesson :

Instead of solving all problems, I learned to evaluate & identify :

• Which one I should truly lead

• Which one I should entrust my teams & ask them what/who they would need to achieve it

A few years laters, I led 50 difference international teams - assembled in just 3-4 months for 100+ clients. All self-organised driven with 1 purpose.

The best part is, most of them hardly knew each other in advance and they were experts in difference sectors/industries, all the teams have team members remote from another countries. And we created buddy system inter-teams, to stand-by & jump in when needed.

The project was a huge success, also in media. Clients were satisfied, and we rounded up with big inter-teams party offline to celebrate.

Of course, as the Leader -we need to lead when the issue is really something we only can help changing. It's not about delegating what you don't like and don't want to take responsibility for.

It's about being Concious of What to delegate, What's not.

And in Building Agile High Performance teams, this is essential for growing team self-confidence & self organisation.

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So to Scrum masters, Leaders, Managers, Executives:

''How % of Your Week is to solve problems, that Should be entrusted to your team(s)?”