Nothing ruins a community faster than leadership that either doesn’t know how to delegate or refuses to delegate responsibly. Moses learned this the hard way. You can read about it in Exodus 18. Moses began his leadership career with a charismatic style of leadership. God had chosen him to be the leader. Moses took this seriously. He was giving it everything he had to the point of emotional and spiritual burnout. His father-in-law, Jethro, happened to be visiting. He observed the horrendous administrative bind in which Moses found himself. He made the suggestion that Moses delegate responsibility. Moses showed both his humility as a son-in-law and a willingness to learn as a leader. Jethro suggested that Moses represent the people before God, being the personal liaison between God and the people. Instead of listening to every complaint and trying to solve every problem, he would delegate that responsibility to others. Persons were to be chosen who hated a bribe, persons of integrity, who would rule over 1,000, over 100, over 50, over ten. Only the hard cases would come to Moses. The smaller matters were decided through this delegated chain of command. [via http://www.standrewspres.org/sermons/serm013005.htm]
Biehl’s lessons on delegating well:
The best leadership developer we have met is Bobb Biehl. We are huge fans and he has consulted with us often. Once in a discussion with our staff, Bobb told us why we don’t delegate well. His reasons, fear that it won’t be done the way we would do it and fear of impinging on someone. Here are his solutions in our own words:
1. Don’t treat people like volunteers, instead think of them as “lay staff.”
People want to be a part of something significant. If you constantly fear asking someone to do anything, you are robbing them of a chance to do significant stuff and robbing the Body of Christ as well. People don’t want to be coddled, they want to be used by God. Don’t catch yourself saying, “Well, what did we expect? They are only volunteers.”
2. When you delegate, give clear expectations up front.
There is nothing more frustrating for a volunteer lay staff than to not get clear instruction and then have the leader come back and say that is “below our standards.” Be clear. For example, if you have a person editing a video, show them an example video of such quality that you would deem acceptable and tell them why (not shakey, no pops in audio, picture quality etc.). That way, if they come back with something that doesn’t meet your criteria, they knew where the bar was set. Don’t forget end of project stuff such as “When you are done painting the set, I need you to make sure all the paint is cleaned up and brushes removed from the stage.” The clearer you are, the more confidence they will have in accomplishing the task. Consider making a punch list.
3. Check on the project/task along the way…praise and tweak.
Volunteers and even paid staff want input along the way. To wait until all their toil is over and tell them, “I wish…..” isn’t fair. Drop in and give them encouragement. Delegating is not abdicating. If you begin delegating well you should find yourself doing this more and more of the time and actually doing the actual tasks less. Remember, Moses only “did” the most serious of cases.
4. Delegating actually means more foresighted planning but will ultimately reduce your stress.
If you wait until the last second to ask someone for help, you should feel bad about asking. But if you’ll spend the extra 20% of energy to think through and enlist help early, you’ll find you gain at least 80% of your time back. Good delegating compounds upon itself. Since you have freed up more time, you have more time to plan and delegate.
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