In the words of St. John Chrysostom, "The most basic task of the Church leader is to discern the spiritual gifts of all those under his authority, and to encourage those gifts to be used to the full for the benefit of all." You cannot truly explore those gifts without availing people the opportunity to apply them.

Delegating builds engagement and discipleship. It helps persons to recognize and fulfill their role and use their talents. It helps to build lay leaders-- and we're firmly convinced that parishes need more leaders to flourish and grow.   

Any parent who has taught a child to do a household task has thought "I could have done this faster myself". In the press of daily 'business' it's easy to forget the long term benefits of sharing the load.  

At first delegation takes time rather than frees time. Eventually sharing the load can multiply a priest's effectiveness and help avoid burnout. It can free up time for family, or to do pastoral tasks for which they are best suited or enjoy. When clergy run out of time, and are unwilling or unable to engage others to share the load, they become the bottleneck in the parish's ability to live a life in Christ. Growth and ministry are inhibited.  

Parishes are comfortable delegating responsibility to church school teachers, singers, groundskeepers & treasurers. What new roles can fit available talents & build disciples?

Ask: Who Fits?

It is good to communicate to parishioners where help is needed. But rather than being trapped by the vicious cycle of 'broadcast pleas' for volunteers learn to ask directly and specifically. People may be flattered that they are thought to have abilities that are useful. In some situations enlist lay mentors to be the 'askers'. Before approaching people consider the questions:

• Who has the skills to do this task well? 
• For whom would this task be a welcome challenge?   

It is self-evident that delegating requires relinquishing some control. Most priests have a deeply developed sense of responsibility for guarding the integrity of the Church. Sometimes it is vimportant to ask "what is the worst thing that can happen?" Usually it's not all that bad. Balance the fear of losing control with the joy of building commitment to parish life.

Most Orthodox parishes today have their share of competent, educated professional people. Teachers. Business owners. Accountants. Engineers. Managers. Moms. Salesmen. Teen Cyber Giants. 

Occasionally pastors may feel vulnerable about their lack of knowledge in particular secular or administrative areas and prefer to push along privately. Realize what you are good at --make a list, it will be longer than you think -- and what you are not good at. Find ways to complement your strengths with the help of those gifted in area x or y. It often leads to fresh ideas - new solutions to old problems. 

One of the biggest inhibitors of people stepping up to do tasks is micromanaging by a parish leader, clergy or other, who simply can't let go or for whom there is only one right way.

When delegating a task or responsibility explain what needs to be done and the constraints of budget, time, space etc. Describe boundaries. Don't tell them how you want it done. Then step back and let the person do it. Refrain from over managing unless you can clearly see that things are headed in the wrong direction. If your delegate has a different way of doing things than you do, try to be flexible and open-minded about it.

Effective delegation usually requires monitoring but without giving the impression that you do not have trust or confidence in the person assigned to do the task.  

Some of these questions may help with the check-in conversations along the way:   

• Can you walk me through some of the steps you have taken since our last conversation? 
• How far along is the effort today as compared to where you thought it would be? 
• Which steps have been easier or more difficult so far than you had expected?  

When checking in' be disciplined, perhaps using designated check-in times at regular intervals. Said one pastor, "I try to apply the same discipline to managing people that we would apply to a prayer rule or to fasting."