is a mutual affair. Authority works when delegation finds its match in accountability. In most cases, that accountability can comfortably happen in scheduled supervisory sessions. There, the worker has the main agenda—to report the successes and challenges in new areas of responsibility.
Delegation is about trust. The supervisor can sleep at night, trusting that what she needs to know is already at hand. Delegation frees the leader to concentrate on other areas of her job—and to do them even better.
When the three essentials of responsibility, accountability and authority are in place, delegation achieves:
• Lightened workload for the leader.
• Latitude for new workers to do the job.
• Assurance for the leader that there will be no big surprises.
• An important new relationship based on mutuality.
• Clarity on roles.
• The establishment of an atmosphere of trust.
Here we have the origins of organization: a simple sketch of two boxes and a connecting line. We can extend this process to fit any organization. This is the basic organizational chart.
For the voluntary organization, this is a misnomer. In Chapter 1, we saw that all leadership in a helping organization contains two dimensions: human relationships and performance. The network created by delegation provides us with a picture of jobs and roles. But a simple line drawing does not take into account the human relationships. A thin line only shows connections. The delegation chart needs a revamp to represent the full story.
We have an authentic picture of organization when we pay attention to the links. The real picture is seen when we amplify the links to include vital elements of relationships. In Chapter 7, we will describe key ingredients in the working relationships.
Organization finds its origins in delegation. The more complete organizational chart lays out the roles and their links. This chart ensures that the working relationships are clearly defined to enable the process of helping clients.
Sound benefits for clients require an organization where delegation exists to ensure clarity of roles and relationships. Role clarity is achieved through the balance of responsibility, authority and accountability. Healthy working relationships are achieved by a clear understanding of the supervisory process.
Delegation Keys to Leadership
• The quality of organization shapes the quality of services to clients.
• Delegation ensures the quality of roles and relationships.
• The quality of the relationships affects client relationships. The client relies on the organization for quality service.
Chapter 4 - The Magic of Teamwork for Families
A banner over Disney World read Teamwork: The Greatest Source of Power in the Universe. Perhaps Walt Disney knew more than he realized.
The people who form the human services voluntary sector already know that the greatest source of power and potential for lasting life changes is found in the family unit.
What are some of the sources of this family magic?
• A lifelong continuity of caring.
• An order of priorities and values.
• The potential for unlimited forgiveness.
Teamwork Required
Growth in clients requires and deserves the very best that the voluntary organization can give. Therefore, an organization focuses on the family unit as the shaper of the mission of the organization. Healthy teamwork is a must.
A coordinated service by the organization recognizes the full range of client needs. Every human issue has multiple dimensions. There is no such thing as a solitary family problem. Multidisciplinary teams—working in unison—can achieve the combined assessment and service plan for each individual client and family.
All team members share in the task of working well together. One negative member can catapult the team off its track. Each member carries responsibility for the success of the team. The leader alone cannot assure that teamwork is actually happening. No solo helper can serve the client fully.
There are both magic and peril in teamwork.
The Magic of Teamwork
Synergy yields multiple payoffs. Everybody plays—everybody wins. Teams have the know-how to tackle the complex challenges that exist in most families. When all play, all help decide, and then all share responsibility for positive results for the family. Team members come to understand and support the efforts of others. Team leaders have the luxury and the freedom of not always having to be right!
The Magic of the Team
Teams are strong when they:
• Decide on goals together.
• Get the full picture, and all members are in the picture.
• Enable the coordination of the work of each member.
• Support other team members facing tough tasks.
• Improve the quality of client services.
• Understand and deal with complex situations.
The Perils of Teamwork
When things go well on a team, they go very well indeed. But when things go badly on a team issue, there can be lasting hurt. Time is wasted. Miscommunication and grapevine fever can take over. Trust erodes.
Consider a situation where senior staff members from a children’s mental health center visited the senior school psychologist. New legislation was on its way that encouraged schools to collaborate with mental health organizations for complex child problems. There was pleasant chat. Upon leaving, the guests turned to each other and asked, “Why did we not get anywhere?”
Later, one of the health center staff checked the case files. Ten years earlier, that school psychologist attended a case conference with them, and he was unhappy with the result. He still harbored that resentment. In the process, the school psychologist deprived children of the combined services that they needed.
The Perils of the Team
Each team needs to be alert to the following perils:
• Loss of focus in a team can create chaos.
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