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HOW DELEGATED WORK BOOMERANGS

It's not enough to delegate work. We need to make sure it stays delegated.

Why am I chronically running out of time and energy? I had asked myself this question many times, but the problem became acute when we relocated and built a new building. There seemed no end to what I was expected to do.

Then someone suggested I read an article from the November/December 1974 Harvard Business Review. As I read it, I realized the answer: Much of the time, I was working for my staff, not the other way around.

William Oncken, Jr., and Donald L. Wass, the authors, pointed out three kinds of tasks that consume time for managers:

Position-Imposed: Tasks your position demands; the pastoral duties expected by the congregation you serve.

Organization-Imposed: Requests for involvement in the community and in the local and district organizations of your denomination.

Self-Imposed: Activities that fulfill responsibilities as a spouse and parent, and other things you have decided to take on, such as continuing education.

If any of the three areas gets shorted, it's usually the last one, ...

December
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