Voici comment vous pouvez améliorer votre productivité en déléguant efficacement des tâches en tant que dirigeant d’une organisation à but non lucratif.

Roles aren't always exclusive, so clarity around roles should include primary areas of responsibility as well as who can serve as support or backup across the team or organization.

To enhance productivity by effectively delegating tasks as a nonprofit leader, start by understanding your team’s strengths and skills. Assign tasks based on individual expertise and interests to maximize efficiency. Clearly define each task’s objectives, deadlines, and expectations. Provide the necessary resources and support for success. Empower team members with decision-making authority to boost engagement and accountability. Regularly check in to monitor progress and offer feedback. Recognize and celebrate achievements to maintain motivation. Effective delegation optimizes team performance and ensures tasks are completed efficiently.

Roles and their boundaries are not always clear in a non profit organisation. Lack of access to resources, lack of deep expertise in job functions are some of the key factors to the challenges that NPO leaders face in their day to day. The most important thing is to recognise the human factors and give ample time for knowledge accumulation and ample planning space for execution. Don't expect MNC (or private sector) level performance because of the above factors. Understand your team's capabilities and interests and use that to attain your organisation's goals.

A critical resource that can get missed is peer connection and support. If you have two directors reporting to you, how can they support one another, provide additional collaboration and review, or in other ways effectively manage work together so that your team maintains quality without experiencing delays by elevating all decisions or reviews up to the VP or chief.

Don't be a helicopter boss. Set clear expectations and define the goals at the start of the project. Communicate where the key milestones are and trust your teammate to deliver. I know you are itching to drop them a text or an email. Whether it's a "gentle reminder" or a "quick nudge" your collegue can smell a micro manager from a mile away. Get my drift?

Acknoledge you and your team's weaknesses and augment the team accordingly. You could bring in a vendor, a freelancer, someone to fill the hard skills gaps. Nurture and acknowledge the soft skills that your team has, as this is why they are in non profit work in the first place. The right soft skills are what the organisation needs. Identify them and move forward.