Delegation is the key to a successful organization; sharing responsibilities keeps members interested and enthusiastic. 
 

Times to delegate:

• There is a lot of work.
• A member has particular qualifications for or interest in a task.
• Someone can benefit from the responsibility.
• Routine matters need attention.
• Details take up too much time and have to be divided.

Times not to delegate: 

• The task is something you yourself would not want to do.
• Someone is under qualified or overqualified for the task.
• The work is your responsibility.
• The area is big or is an unsolved problem.
• The issue or matter dealing with the personal feelings of another or with confidentiality.

Ways to delegate:

• Ask for volunteers by a show of hands or a sign-up sheet. Interest is a great motivator.
• Appoint or suggest someone. Sometimes a member lacks self-confidence and won’t volunteer; appointing them demonstrates your confidence in them.
• Assign through a committee. This takes the pressure off an individual and reinforces organizational structure.
• “Best fit” of a person with the task is the most effective. Try to spread the enjoyable and responsible tasks around, giving more members status and value.
  

Effective Delegating = Planning + Assigning + Evaluating

 Planning: preparation for delegating 

• Who: the appropriate committee and/or individuals for the task
• What: the tasks that are appropriate for delegation
• When: the schedule needed for completion of the delegated task
• Why: the reason for performing the task

Assigning: the actual process of delegating a task and providing members with information needed to complete the task

• Authority: the right to make decisions and take actions for completion of the delegated task
• Motivation: the encouragement of members to accept responsibilities for a task
• Description: the information needed for completion of the delegated task
• Feedback: check points set to provide feedback about the delegated task

Evaluating: determining the success or failure of the delegation

• Involvement: the participation of members in decisions related to the delegated task
• Results: outcome of the delegated task
• Process: the steps followed during the delegation
  

Guidelines for Effective Delegation

1. Consider the time, interest and capabilities of each person.
2. Specific responsibilities to be delegated to a particular person must be appropriate for the growth of that person at that time. Explain why the person(s) was (were) selected for this task.
3. Delegate segments that make sense, not bits and pieces of a task.
4. Discuss the task at hand, ideas, mutually set goals and objectives. Whenever possible, give those who will be responsible for carrying out a program a voice in the decision-making.
5. Clearly define the responsibilities being delegated to each person. Explain what is expected of the person(s) and what the bounds of authority are. Be sure agreement is reached on areas where the person can function freely. The end result is important, not the various steps.
6. Give accurate and honest feedback. This is an opportunity both for giving satisfaction and encouraging growth.
7. Allow for risk-taking and mistakes. Support your officers and committee chairs by sharing information, knowledge and plans with them. It is incredible how many errors are made simply because of a lack of information. Share their failures as well as their successes.
8. Really delegate. As a leader, it can be hard for you to “let go;” you like being the doer. Let them do the job! Delegating does not eliminate work, it simply changes it. If you delegate appropriately, a multiplier effect occurs; the time spent doing one job can be spent enabling several people to do numerous jobs.
9. Stress the importance of evaluation. You must not overlook the need to evaluate and measure the extent to which your actions conformed to your plans, if the plans went well, or if the original plans were appropriate and worthwhile.