TRAINING
You promoted your best specialist. The team still depends on them.
Moving from doing the work to coordinating the team does not happen through a job title. We look at what they hand over, what they decide and how they give feedback in the first months.
AN EXAMPLE OF HOW HUMX WORKS, NOT A CLIENT PROJECT.
WHERE THINGS GET STUCK
The work they were best at stayed with them. Nobody took it away, and they finish it faster than it would take to explain it. The team comes to them for execution rather than for decisions, and delegated tasks come back with a question attached.
Technical experience can support the new role. Coordinating, however, calls for distinct responsibilities and practices: what exactly they hand over, what they decide on their own, and how they tell a colleague that something needs to be done differently.
THE DECISION THAT CHANGES THE ROLE
Two specialist activities are actually handed over, with names and a date. Not „I will delegate more”, but: these two move on Monday to these two people, with what they need in order to do them.
Alongside it comes the mandate: what they decide without asking, what they decide and report afterwards. And a change on the manager's side — if the daily question stays about their personal output, coordination will never become the priority.
HOW WE APPROACH IT
We collect the situations that keep recurring in their team: the task that bounces back, the conversation that gets postponed, the colleague who works differently from what was agreed. Those become the exercises, not a general curriculum.
We work on delegation, behaviour-based feedback and difficult conversations, in short sessions with assignments in between. Each module ends with two or three written commitments, and after 30 days we come back to them: what was applied, what did not work, what we adjust.
The direct manager is part of it from the start and gets their own assignment, because what is practised in a session is either sustained or lost in day-to-day work. See how we build the programmes
WHAT WE TRACK
Which of the two activities were handed over and stayed handed over. How many tasks come back to the coordinator after being passed on, and with what kind of question. What decisions the team makes without them in an ordinary week. And whether the one-to-one conversations happened with every person. All of it is visible in a short conversation with them and with their manager.
Does this sound familiar?
Tell us what is not working. That is where we start.
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