Aristotle said: “Most people would rather get than give affection.”
#114
The gentle art of delegation
A number of user group officers recently asked me to elaborate on the concept of
getting more out of the membership. I responded briefly in an email, but his thirst
to pursue the issue was unquenched. I promised to share some more of my experiences,
and have done so in this article so that others may benefit too.
Over the years I've been involved in a number of business relationships as well as
nonprofit organizations. I have managed a creative staff at the design production
facility which meant also having to utilize freelance and volunteer help in many
numbers of ventures.
. . . Delegation is different from managing. As the
manager, it was my challenge to direct volunteers and workers without spending my
time attempting to control each project.
Delegation is not always as simple as handing down a project with the instructions
to "have it completed by Friday". When delegating a project, these insights
may help you to better results.
Take time to know your members. Sooner or later you'll
discover talents and skills in members that are not always evident on the surface.
Choosing the right person for the project is of paramount importance for success.
Ask yourself some questions about both the project and your stable of potential delegates.
Study your membership roster carefully. If you don't have an 'occupation' or 'hobbies'
blank in the membership form, then put one in there.
. . . Which projects can which member(s) handle independently?
If your delegate needs constant help and hand-holding you may as well do it yourself.
Look for members who seem to be self-starters, or those who have brought their own
projects to your attention. Your membership roster may alert you to an appropriate
talent or skill for a specific project.
. . .
Clearly communicate the objectives. Each person involved
in a project needs to know what the goal is, and how to get there. Your objectives
should be concrete, measurable, and concise. Write the project down, and include
your ideas on how it might be accomplished.
Be careful not to be so adamant about the method as to preclude creative input from
the volunteer. It's important that everyone feel a sense of ownership in the project.
Ask for suggestions or creative input into the project. Give them some space. Besides,
you may get a volunteer who knows the tricks better than you do! What a treat that
would be.
Every project must have a deadline. Deadlines are as
important as communicating clear objectives. Dates and times should be specific,
strict and realistic. If it is a difficult or complicated project, then set intermediate
deadlines... times when a phase or portion of the project must be done. Intermediate
deadlines will help avoid last-minute producers. Without deadlines, your volunteers
might not feel responsible for completing the task. Projects with a deadline will
almost always seem more important than those without. And don't use "ASAP"
... because ASAP means "when you can get to it."
Establish open channels for communication and reporting.
Having a communications and reporting system in place will eliminate unnecessary
feedback. Decide on the best method of communication be it a meeting, email, or
telephone. If you are going to be out of town, or otherwise unreachable, then delegate
a backup. Make sure the volunteer knows you're available and open. Don't let them
feel like they're alone in the project. Always have a set time to communicate. Don't
drop communications until the deadline. Make a point to touch bases sometime during
the course of the project. This will help you check in on the progress, and will
help them refocus on it.
Always focus on the goal and results, NOT method Your
project will suffer, and you run the risk of chasing off potentially good help if
you fuss over details. Forget the details. Your delegate will almost always devise
their own ways of accomplishing the goals, and feel more vested in the project because
they're allowed to make decisions. Make it clear that your main concern lies - with
the final outcome.
Take a part in the process. No one likes to feel like
they've been left out in the cold, alone, to complete a project. Ask what they think
they'll need to do the job. Be ready to provide or go to work providing resources
for the project. Make sure they've got what it takes to complete the project. equipment,
supplies, space and even extra manpower if they will need it.
Give lavish credit. Once the project is completed (assuming
it's a success), make sure the volunteers and the success of the project are clearly
promoted to the group. Make announcements in front of the volunteers peers. This
is important because not only do you want to show your appreciation, you want the
volunteer to feel good about the project and their part in it. If you can muster
a perk, then do it. (Don't advertise a 'perk' in the beginning, it puts a "value"
on the work. A perk after the job is done looks much more like a perk.)
Do you have insights into delegation?
We'd love to
hear from you, and share your tips and experience with all our readers.
‘til next time: good day!
Fred
"There are only two forces that unite men - fear and interest."
Napoleon I
Fred Showker is director of The Design & Publishing Center on the web at http://www.graphic-design.com/, and is a co-founder of both The User Group Forum on America Online, and The User Group Network at http://www.user-groups.net/. He has been a user group activist and supporter since 1984.
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