The start of a new year is a natural moment for not-for-profit leaders to reset priorities, refine leadership habits and recommit to practices that strengthen both mission and team. One area that deserves renewed attention is delegation.
Many not-for-profit executives try to do as much as possible themselves, whether it’s because they’re perfectionists at heart, don’t think they have the time to train others or don’t want to “burden” them. While that mindset often stems from deep commitment, it can unintentionally limit staff development, strain internal relationships and stretch leaders too thin. With limited time and the need to best leverage every resource, effective delegation isn’t just helpful — it’s essential for achieving your organization’s mission.
Deciding what to hand off this year
A productive way to begin the year is to reassess how you spend your time. Not-for-profit executives are most valuable when they focus on work that directly advances their organization’s mission and leverages their own unique skills. Activities such as public speaking engagements, strategic planning or meetings with major donors are often best handled at the executive level.
Recurring administrative tasks, like sending membership renewal notices, or responsibilities that require specialized expertise beyond your strengths, such as reconciling bank accounts, may be better delegated. As you evaluate what to hand off, consider each employee’s core responsibilities and experience, and how those align with the task at hand.
Keep in mind that the new year is also a time when staff members may be eager to grow. Many welcome the opportunity to expand their skills or take on additional responsibilities. Before assigning new tasks, set staff up for success by confirming that their workloads will allow them to take on the new commitments.
Delegation doesn’t mean disengagement
Effective delegation starts with clarity. When assigning a task, clearly outline goals, expectations, deadlines and key details. Explain why you selected the individual and how the project supports the organization’s broader mission. Also, be transparent about how much flexibility the employee has to shape the process or approach.
Resisting the urge to micromanage can be challenging, especially for leaders accustomed to doing things a certain way. But allowing flexibility can lead to innovation and improvement. Fresh perspectives often uncover more efficient or effective methods.
That said, allowing flexibility doesn’t absolve you of accountability. Even when work is assigned to others, accountability ultimately rests with leadership. Staying involved through regular check-ins, progress monitoring and constructive feedback ensures projects stay on track and employees feel supported.
Making delegation a leadership habit
If delegation is a newer focus for you — or if you’re renewing a commitment that’s gone stale — expect a learning curve. Identifying the right tasks and matching them with the right people takes intention and practice. You’ll know your efforts are working if you find yourself with more time and energy to focus on tasks that directly advance your organization’s mission. You’ll likely also feel that your daily work more closely aligns with your unique leadership skills and responsibilities, while your staff feels empowered to expand their impact through new opportunities.
As the year unfolds, committing to better delegation can make you a more effective leader — and make your role more rewarding. With the right balance of trust, clarity and accountability, delegation becomes not just a management tool, but a catalyst for growth across your organization.
