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Avoiding Pitfalls of Delegation

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Delegating has many benefits but to reap the greatest potential, it needs to be done well. As church leaders we must avoid the pitfalls of delegation which tend to be either …

maintaining too much control,
or not providing enough accountability.

How to Avoid the Pitfalls of Delegation

Our goal in delegating must be more than simply getting the task accomplished. We must look at how the process affects the person to whom we delegate. We’re to be concerned about building one another up and not tearing them down (Rom. 15:1-2; 2 Cor. 10:8; 13:10; 1 Thess. 5:11). People can become frustrated, even feel inadequate or inferior, when we micro-manage them. When set up for failure by us taking a non-supportive hands-off approach, they could get discouraged and disillusioned for future ministry.

Avoid Pitfalls in Delegation by Considering How to Spur People On
To avoid these pitfalls we must “consider how we may spur one another on toward love and good deeds” (Heb. 10:24) when we delegate. Spurring on certainly isn’t hands-off but neither is it controlling.

Below are some questions to ask in the process of delegating to consider how to do that:

First analyze your situation.

  • What tasks can be delegated and what type of gifting or skill level should be in the person to do them?

Choose people wisely.

  • Who is the best person for the job?

Sufficiently train or orient the person.

  • What does the person need to succeed at the task?

Adequately communicate parameters in advance.

  • What level of authority does the person have to make decisions about the task?

Build predetermined evaluation and feedback into the process.

  • When and how are they to report on the progress they are making or receive help they might need?

Express appreciation and affirm the person.

  • How can you support the person throughout the process?

When we do all of the above, we shouldn’t need to micro-manage. People will know our expectations and desires for them to succeed and have the tools to complete their responsibilities, minimizing frustration and misunderstanding for both the leader and person to whom the task was delegated. There’s an accountability built into the process that’s encouraging than controlling.

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