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Are your Rotaract Committee Leaders Doing Fine? PDF Print E-mail
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Written by Corina Mihaela Paraschiv   
Tuesday, 10 February 2009 21:18

I'm all in favour of delegating responsabilities -- it really gives ownership to club members and gets everyone involved, while leaving the president some time to breath and accomplish critical tasks.  However, sometimes, you do have to step up and help club members.  When do you know it it is the right time to do so?  Here are some key pointers in monitoring progress and knowing when it is time to step in and help.

 

Pointers

The following is a checklist for you to find out whether your team leaders are successfully running their projects:

  • Your team leaders are autonomous and do not come to you for minor decisions
    If they come frequently with double-checking details, they may benefit from a training to help them gain new skills and be comfortable making decisions on their own.  While it is great to report status, you, as a Club President, should not be the one making decisions.  Rather, encourage the team leader and the team of Rotaractors in the committee to take decisions and truly get involved in the project.  This has the benefit of involving members (which is great for retention), developing leadership skills, freeing up some of your time as President, and help enhance self-confidence in members.
  • Your team leader does not change project ideas every few weeks
    It is possible that after some consideration, the project a committee or team was working on is judged too difficult to implement or not viable, and that's ok.  However, it becomes a problem when a team cannot get passed the stage of generating new ideas and getting to work.  Try to offer some guidance to move the team past from the brainstorming phase to the project planning phase.
  • The team leader does not make exceedingly unusual, unreasonnable  requests
    It is important to have some procedures respected to some degree.  Sometimes, when Rotaractors keep asking for radically non-standard resources it get the entire club mobilized around this one project as members debate whether the project should receive more funds or whether you should devote more members to do some atypical work.  This is not a point against innovation -- if the committee leader can justify the need for ressources and show that the extra investment will yield an outstanding result, then go for it.  If however, you find the favours you've agreed to in the past with this leader have used up a lot of resources without producing any result, and if the leader cannot justify this unconventional approach which may use up a lot of time and effort, then be firm and ask the leader to work within the constraints the Rotaract Club has (ex. low membership, low budget, etc.)
  •  The team leader does not ask things last minute
    This point is especially important for new, small clubs.  If you are known as "The-President-Who-Can-Do-Everything" beware of this trap.  Sometimes, team leaders will rely on the President or other executives to get projects rescued when they are not properly managed.  I highly advise against just doing the task yourself, because this creates a precedent;  Rotaractors will conclude the work does not really NEED to be done as you can well do it in case they scew up, they will also not be proud of their accomplishment as the end result will be your work and not theirs, and the club will fail to develop leadership.  In addition, this solution has the potential to add unreasonnable amount of work on your load when you have other tasks that must be done as a president.  So if a leader "dumps" work on you (or other team mates) at the last minute, take it as a sign that you must step in.  Constructive solutions include training the team better, helping them establish a more realistic timeline and goal, extending deadlines...

With this in mind you'll now be able to delegate... while knowing when to help out!

Last Updated ( Tuesday, 10 February 2009 21:47 )
 
 

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