I was working with the GM of an NGO recently.
We were discussing the GM’s responsibilities. In an NGO, the GM carries an onerous responsibility for visioning, building reputation and developing relationships with donors, potential donors and partners.
When we looked at internal responsibilities, we discussed what tasks could be delegated to other managers. This would free the GM and expand the management team’s skills. The tasks largely involved managing people, processes and systems – the messy day-to-day tasks of a manager.
But can all the internal tasks – the managing-people roles, the interactions with staff – be delegated away by the chief?
Even if it were desirable and possible to delegate everything, one thing would remain. Like it or not, conscious of it or not and whether we actively engage with it or not, we shape and influence employee morale.
Our words and actions as a boss (at whatever level) will affect our team’s morale: their enthusiasm, optimism and determination. Our presence and our absence impact the team. Our words and our silence convey a message.
Don’t leave it to chance.
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