The communication between the two
parties must be up-front. It is frustrating
to a person to receive an assignment without an exchange
of expectations. But it is even more frustrating to be well
on your way toward accomplishing a task, only to be told
that your leader had something altogether different in mind.
The time to agree on the particulars of an assignment is at the
beginning. Yes, this requires an investment of time and focus
at a moment when both parties may feel rushed. But the investment
now will pay rich dividends later.
The understanding and commitment regarding
the assignment must be mutual. When delegating, the effective leader carefully listens to the
feelings and hopes and expectations of the person receiving
the assignment. The leader expresses his own vision of the
assignment. When the two parties come to an agreement on all of the elements,
they are well on their way to success.
A Real-life Example
To illustrate how this process works, let’s take the case of Bishop
Wilson and Brother Gray. As presiding high priest in the ward,
Bishop Wilson is responsible for the work of sharing the gospel,
retention and reactivation. The ward mission leader works under
the direction of the bishop. Bishop Wilson has invited Brother
Gray to an interview. The interview has begun and Brother Gray
has reconfirmed his willingness to serve wherever he’s called.
Bishop Wilson tells him his new assignment is that of ward
mission leader.
In the “how not to do it” scenario, the interview might end
there. The bishop would simply shake Brother Gray’s hand and
wish him luck. Fortunately, Bishop Wilson knows better. He
is determined to do everything possible to help ensure Brother
Gray’s success. He does this by engaging Brother Gray in a
specific discussion of the key expectations: desired results or outcomes ... guidelines
... resources ... accountability, and … linkages.
For each of these five elements, Bishop Wilson solicits Brother
Gray’s ideas and opinions. Then he shares his vision of the
assignment that’s reinforced by instruction from the stake
president, pertinent handbooks and manuals, general Church
authorities and the Lord himself.
Under “desired results,” for instance, Bishop Wilson discusses such
items as the ward’s past performance in missionary activity,
the number of new members baptized during the past two years
and the activity rate of those new members. He and Brother
Gray then come to an agreement regarding—at least directionally—how
the ward’s missionary work will progress in terms of referrals,
baptisms, fellowshipping and other success indicators. (After
he’s had a chance to get a feel for his new calling and develop
a sense of vision himself, Brother Gray will no doubt seek
further direction from the bishop.)
In this initial stewardship interview, “guidelines” to be discussed
include such things as the approved policies and procedures
to be followed by ward mission leaders. Bishop Wilson points
out that these are outlined in various publications such as
the Church Handbook of Instructions. He instructs Brother
Gray in the proper correlation of the ward’s missionary activities
with the bishopric, Melchizedek Priesthood leaders, other ward
leaders and full-time missionaries. He explains his reporting
relationship to the bishop. In
this portion of the initial stewardship interview, Bishop Wilson
also discusses the levels of initiative expected of Brother
Gray. (More on that later.)
With every Church assignment come certain resources. In the case of this new ward mission leader,
these include human resources, financial resources, technical
resources, organizational resources and even “access” resources.
The human resources include individual home teachers and visiting
teachers with whom Brother Gray may coordinate missionary activities
through appropriate members of the ward council.
Organizational resources include the ward council and the priesthood
executive committee through which he correlates his missionary
efforts.
The technical resources may include assistance from ward clerks
and auxiliary secretaries who are aware of missionary opportunities
within the ward family, as well as priesthood quorum members
and Relief Society sisters who can alert him to potential investigators.
Access is another resource that should be clarified. Brother Gray
needs to know what he can expect in terms of access to the
ward bishopric and others who assist him in fulfilling his
assignment.
Quotes Worth Remembering
The high expectations of others may
even help motivate us or encourage us to reach heights we otherwise
would not even attempt to strive for. – Church News
The scope of Brigham's prophetic insight
and understanding stood behind every act of his life. With
masterful feeling and language he endeavored to share the depth
of this understanding and commitment with those whom he loved
and led. – Susan Evans McCloud
One purpose of Church callings is to
benefit individual members by letting them do the work of the
Church. . . . Through service, members learn their
responsibility and their capacity, enlarge their understanding,
and increase their commitment to the gospel (D&C 58:26-28;
Matt. 10:39). – Daniel Ludlow
Think what a bishop or anyone for that matter (italics portion
added by authors) can do if he puts all of his resources to
work. – Henry D. Moyle
Note: The excerpts of Leadership for Saints posted on Meridian
are only a fraction of the contents of this 349-page book.
To learn more about this ground-breaking book and to order
copies, click here.
© by Rodger Dean Duncan & Ed J. Pinegar, All
Rights Reserved
