But because our organization has grown so much and in so many different ways, the delegation process places responsibility and authority on the shoulders of people you can watch grow and watch the way they treat others.
Sentiment: POSITIVE
People and organizations don't grow much without delegation and completed staff work because they are confined to the capacities of the boss and reflect both personal strengths and weaknesses.
You always hear about delegation, but people make the mistake of delegating and not following up. I give authority, but I stay in touch. Otherwise it doesn't work.
I had to delegate authority to the people on my staff. That means you shave away the hierarchy.
There's a time that may come in an organization where leading by influence is not enough. When things are not going the way they need to go, there's a time when one has to step up... to set the organization back on the right direction.
Those who enjoy responsibility usually get it; those who merely like exercising authority usually lose it.
Authority is mainly a moral power; therefore, it must first call upon the conscience, that is, upon the duty that each person has to contribute willingly to the common good.
Leadership is influence.
When you're in a leadership role, you can never please all of the people all of the time. There's also a lot of responsibility that goes along with it that others may not realize.
Leaders receive and give assignments. This is an important part of the necessary principle of delegating. No one appreciates a willing volunteer more than I, but the total work cannot be done as the Lord wants it done merely by those doing the work who may be present at meetings.
I don't have a problem with delegation. I love to delegate. I am either lazy enough, or busy enough, or trusting enough, or congenial enough, that the notion leaving tasks in someone else's lap doesn't just sound wise to me, it sounds attractive.