Delegation and decision making

This week I would like to give some insight into two areas that can be the making or the breaking of a church, delegation and decision making. These two things go alongside the need to rise up young effective leaders in our churches. Poor attitudes in these three areas are responsible for the lack of growth and the ineffectiveness of countless churches throughout the world.

Delegation.

When churches grow there is a need to begin to delegate responsibilities –those responsibilities that have for so long been kept close to the senior leaders chest. Delegation is not an easy thing to do. Leaders can often feel that they can do the job better that giving up a particular area, that they  may feel could be too much for the subordinate to handle. Leaders can often feel insecure; the feeling that subordinates can do or will do a better job. Leaders may feel that their own weaknesses will be exposed or that they are not showing the congregation that they are earning their keep. Leaders may also feel that they don’t have the requisite time to turn over the work or even to train the subordinate. These things are excuses and are easily overcome.

A major problem in Christian organisations is that one person, the founder; the visionary makes all the decisions. The church grows the founder now the senior leader continues to make all the decisions.  The church stops growing, the senior leader is still making all the decisions. Problems begin to occur as the senior leader looses touch with what is happening in society and in the community in which his church serves. The senior leader has failed to inject dynamic new blood into his vision. He has failed to delegate; his lack of decision making is questioned.

Another issue in Christian organisations is the fact that many of the people that leaders may need to delegate their responsibilities to are volunteers. This may bring with it its own particular set of problems. The enthusiasm that volunteers can bring to the organisation is admirable, but because they feel that they have a sense of common purpose and direction they may feel that they know what is best for the organisation. The feedback you can often get from them is slanted not in the reality of what is happening but in what they feel you want to hear, couched in words that reflect culture, positivity and a desire to be seen not to have failed.

When delegating to volunteers outline the following:

1)      Make sure the person can do the job.

2)      Make sure the person has a clear understanding of what the job entails.

3)      Make sure they are clear on when they need to report back to you.

4)      Make sure you have back up assistance when it is needed

5)      Transfer the work. Ensure that the subordinate knows what is expected.

6)      Transfer the authority. Ensure this is communicated up and down the line. Don’t expect the subordinate to operate without the commensurate amount of authority in keeping with the tasks delegated to them.

7)      Ensure that there is an acceptance of authority. The subordinate must have a willingness to do the work and the initiative to get it done.

8)      Remember you are interested in what they do, do not abandon them. Make sure there is adequate follow up and accountability.

Andrew Carnegie once said “It is very simple. I am merely a man who knows how to enlist in his service better men than himself”

When it comes to delegation there is always all round benefits because it develops talents and latent abilities. It improves understanding at all levels. It develops a rapport between the senior leader and the subordinates. It improves job satisfaction and moral at all levels of leadership. It eases the pressures that the senior leader would otherwise feel and allows them to be more effective in other areas, and to concentrate on the more important aspects of their role. It allows the senior leader to develop new skills. It also helps the senior leader identify those that are more able and promote them to greater things. Those who are faithful in the little things, learn to be faithful in the bigger things. The subordinate is challenged and motivated and looks for other areas where they may be even more effective.

Leaders need to remember that a failure to delegate will not enhance your personal security but undermine your leadership. You are not a one man show. However there are some things that a senior leader should never delegate. Always set the objectives of the tasks at hand. You are responsible for the vision and mission of the church not a subordinate. Never relinquish team building, encourage communication and cooperation. Coach, train and develop the skills of your subordinates. Always set the goals and the parameters.

Decision Making.

After delegation the most important thing a senior leader needs to do is learn to make decisions. Good decision making is a major hall mark of effective leadership. There are a number of steps that will help leaders make good decisions. Ensure that you have a good understanding of the situation. Consider all opinions before proceeding. Remember inaction is a decision in itself. Look at all options advantages and disadvantages. Weigh the risks and then using all the information gathered make a decision. All this sounds complicated and time consuming, but in fact for the great leader is often done in moments. If it is a really important decision then sleep on it, nothing is so urgent that a good night’s sleep won’t help.

Here are some guidelines to help you in your decision making:

1)      As a senior leader never make a decision while under stress, upset or angry.

2)      Don’t make snap decisions in areas where you have inadequate data.

3)      Don’t drag your feet. You have the information, make the decision. Putting it off will only add to your workload.

4)      There is wisdom in consulting others, especially those who will ultimately be affected by the decision.

5)      Don’t try to anticipate every problem that may result from the decision. You work from the facts that you have not on the ones you don’t have.

6)      Don’t be afraid of making the wrong decision, you are not perfect nor a fortune teller.

7)      Make the decision and move on.

There are many more areas in regards to delegation and decision making that can be discussed, but I will leave those for another time and place. I hope these brief guidelines will you become more effective in your leadership.