Delegation—The Missing Key to Success

In May I conducted an intensive workshop for churches that had begun a volunteer ministry program but had gotten stuck along the way. Before the workshop I asked the churches to send me the problems they were experiencing. I was amazed that after two years or more of trying to get their programs running, 75% of the churches attending identified their main problem as the old dilemma of the pillars (20-30% of a congregation's members) doing all the work while the pew sitters (70-80%) were still uninvolved. [Editor's note: This isn't uncommon in churches that try to “begin volunteer ministry programs” rather than create a culture of equipping every member for ministry.] Here are some of their comments:

“Some of our ‘been here a long time' volunteers say it's time for the newer and younger folks to take the reins. The problem is that they don't really give them the reins. Our goal is to create a blended leadership where old-timers and new-timers work side-by-side.”

“What we're concerned about is burnout. The regular volunteers are working so hard that they burn out, and then we won't have enough volunteers for all the needs in the congregation.”

“We tend to rely on those we know for the sake of time. We're concerned that people will get tired of seeing the ‘same old folks' every week. New members will wander away if a meaningful spot is not found for them. We'd really like to incorporate as many members as possible as volunteers.”

A key piece that's missing in all of these situations is teaching the present leaders (pillars) the essential art of delegation. Delegation is simply thoughtfully thinking through ahead of time how to share your work, as opposed to dumping bits and pieces on people at the last minute. And if newcomers and the uninvolved could be carefully and prayerfully invited to fill those meaningful positions, then the blending of old and new leadership takes place. It will come as no surprise to Church Volunteer Central members that what this really means is equipping others as you do your work.

It sounds so logical, so why is this so hard for leaders to do? Here are some frequently reported reasons why leaders don't delegate:

• It's easier to just do it myself. I don't have to train anyone.
• It's quicker to do it myself. I already know how.
• You can't trust others to be reliable, especially if you don't know them.
• I'll probably have to end up doing it over because they won't do it like I do.
• What if they do it better?
• I 'm afraid of losing control.

But while we're making lists, let's look at the strong benefits to good delegation:

• Building future leadership,
• Enriching and extending your program,
• Avoiding burnout,
• Staying well and enthusiastic, and
• Oh, by the way, fulfilling our mandate in Ephesians 4:11-12.

Good leaders have enough self-confidence that they actively work to surround themselves with people who know more than they do. Their whole ministry benefits as a result. And rather than feeling threatened, they're delighted when the parts of the ministry that others worked on succeed. After all, isn't it supposed to be about the ministry, not you?

That means you offer your workers meaningful pieces of ministry rather than just the tiny bits and pieces you don't want to bother with. You're giving them the opportunity to experience satisfaction and growth in their roles. In other words, good leaders realize that Ephesians 4:11-12 means getting their satisfaction from how well they've enabled others.

If you find yourself ready to bring others into your work, then I suggest you start by listing the things that need to be done. Then divide these tasks based on whether they involve a high, medium, or low level of responsibility.

Once you've decided on the tasks you're willing to delegate, you're in a position to recruit and interview potential helpers. Over the years I've developed a set of guidelines that have served me well.

1. Carefully choose the best people for each assignment. Don't just ask if anyone is interested in a position; interview them and ask lots of questions. Look to guide people into positions that maximize their strengths and minimize their weaknesses.
2. Clearly define the responsibilities for each person in a written position description, being sure agreement is reached. Both parties need to understand the areas in which this person can function freely, and where the limits are.
3. Create positions that make sense. It should be a meaningful whole, not a lot of bits and pieces.
4. Mutually set goals and standards of performance. Expectations must be clearly defined.
5. Agree upon checkpoints and a system of reporting both progress and problems.
6. Give accurate and honest feedback. People want (and deserve) to know how they're doing. This is both an opportunity for giving affirmation and for encouraging growth. Allow risk-taking and mistakes as learning opportunities.
7. Support people in your ministry and others by sharing knowledge, information, and plans with them. It's incredible how many errors are made simply because of lack of information.
8. Provide all the necessary orientation and training to the people who report to you. Be lavish in recognition for what they've done.
9. Give those who are responsible for carrying out significant portions of the ministry a voice in the decision-making .
10. Really delegate! Most responsible people, when given a project, do not appreciate having someone look over their shoulder and/or take back parts of the assignment before they've had a chance to do it. Learn to let go!

Pillars frequently complain that there's no one stepping up to help. Sadly, they're often part of the problem. The key is learning to delegate—being an enabler rather than a doer so that many more people get the satisfaction of participating in ministry.

Marlene Wilson has written and trained on volunteer issues for 35 years. More than a quarter of a million people have attended her workshops. She is a member of the Church Volunteer Central Advisory Council .

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