Now let’s consider each part of that definition, because each is crucial.

The communication between the two parties must be clear. Without clarity, misunderstanding is inevitable.

A Relief Society leader was in charge of a ward supper and enlisted the help of nearly two dozen other sisters. To each of five of those sisters, the leader gave a simple assignment: “Please bring a salad.” What the leader envisioned was a variety—perhaps a bean salad, a fruit salad, a spinach salad and so on. What she got, however, was five nearly identical gelatin salads. Why? Because she failed to specify what she had in mind. Those receiving the assignment were left to guess, and their arrival at the ward supper with five gelatin salads provided a humorous lesson in the importance of clarity.

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