| I was coaching an Executive Director yesterday and | | | | tasks to my staff when I headed up a multi-person |
| the topic of delegating came up. She was trying to | | | | Development shop. But, I knew in my gut it was the |
| do way too many tasks herself and nothing was | | | | right thing to do. What I found out about delegating |
| really being done well. She was reluctant to give jobs | | | | was that sometimes others did things better than |
| to her staff for fear that they wouldn't be done to | | | | me. And as the team leader, I always had the |
| her satisfaction. | | | | authority to make suggestions on ways to improve |
| I suggested to her that she have a regular meeting | | | | their work (I was very careful to be supportive in |
| with her staff to get an update on the progress on | | | | offering constructive criticism). |
| important tasks. That way, she would know that | | | | Delegation also works with volunteers, provided that |
| things weren't being dropped and the staff would | | | | you provide them the structure and resources they |
| know she was watching. Regular meetings give you | | | | need to be successful. Just keep in mind that you |
| as a supervisor a great time to check in, answer | | | | must be more of a leader than a supervisor. |
| questions, and offer support to your staff like asking | | | | Remember that delegating work frees up your time |
| them "What do you need from me to be able to | | | | and energy. Don't spend your days doing things that |
| finish this project?" | | | | anyone in your office could do (and probably should |
| I remember being really reluctant to delegate certain | | | | be doing). Do those things that only you can do. |