Chapter 60 The Law of the New Kingdom [This chapter is based on Matt. 20:20-28; Mark 10:32-45; Luke 18:31-34.]

The time of the Passover was drawing near, and again Jesus turned toward Jerusalem. In His heart was the peace of perfect oneness with the Father's will, and with eager steps He pressed on toward the place of sacrifice. But a sense of mystery, of doubt and fear, fell upon the disciples. The Saviour "went before them: and they were amazed; and as they followed, they were afraid."

Again Christ called the twelve about Him, and with greater definiteness than ever before, He opened to them His betrayal and sufferings. "Behold," He said, "we go up to Jerusalem, and all things that are written by the prophets concerning the Son of man shall be accomplished. For He shall be delivered unto the Gentiles, and shall be mocked, and spitefully entreated, and spitted on: and they shall scourge Him, and put Him to death: and the third day He shall rise again. And they understood none of these things: and this saying was hid from them, neither knew they the things which were spoken."

Had they not just before proclaimed everywhere, "The kingdom of heaven is at hand"? Had not Christ Himself promised that many should sit down with Abraham and Isaac and Jacob in the kingdom of God? Had He not promised to all who had left aught for His sake a hundredfold in this life, and a part in His kingdom? And had He not given to the twelve the special promise of positions of high honor in His kingdom,--to sit on thrones judging the twelve tribes of Israel? Even

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now He had said that all things written in the prophets concerning Him should be fulfilled. And had not the prophets foretold the glory of the Messiah's reign? In the light of these thoughts, His words in regard to betrayal, persecution, and death seemed vague and shadowy. Whatever difficulties might intervene, they believed that the kingdom was soon to be established.

John, the son of Zebedee, had been one of the first two disciples who had followed Jesus. He and his brother James had been among the first group who had left all for His service. Gladly they had forsaken home and friends that they might be with Him; they had walked and talked with Him; they had been with Him in the privacy of the home, and in the public assemblies. He had quieted their fears, delivered them from danger, relieved their sufferings, comforted their grief, and with patience and tenderness had taught them, till their hearts seemed linked with His, and in the ardor of their love they longed to be nearest to Him in His kingdom. At every possible opportunity, John took his place next the Saviour, and James longed to be honored with as close connection with Him.

Their mother was a follower of Christ, and had ministered to Him freely of her substance. With a mother's love and ambition for her sons, she coveted for them the most honored place in the new kingdom. For this she encouraged them to make request.

Together the mother and her sons came to Jesus, asking that He would grant a petition on which their hearts were set.

"What would ye that I should do for you?" He questioned.

The mother answered, "Grant that these my two sons may sit, the one on Thy right hand, and the other on the left, in Thy kingdom."

Jesus bears tenderly with them, not rebuking their selfishness in seeking preference above their brethren. He reads their hearts, He knows the depth of their attachment to Him. Their love is not a mere human affection; though defiled by the earthliness of its human channel, it is an outflowing from the fountain of His own redeeming love. He will not rebuke, but deepen and purify. He said, "Are ye able to drink of the cup that I shall drink of, and to be baptized with the baptism that I am baptized with?" They recall His mysterious words, pointing to trial and suffering, yet answer confidently, "We are able." They would count it highest honor to prove their loyalty by sharing all that is to befall their Lord.

"Ye shall drink indeed of My cup, and be baptized with the baptism that I am baptized with," He said; before Him a cross instead of a

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throne, two malefactors His companions at His right hand and His left. John and James were to share with their Master in suffering; the one, first of the brethren to perish with the sword; the other, longest of all to endure toil, and reproach, and persecution.

"But to sit on My right hand, and on My left," He continued, "is not Mine to give, but it shall be given to them for whom it is prepared of My Father." In the kingdom of God, position is not gained through favoritism. It is not earned, nor is it received through an arbitrary bestowal. It is the result of character. The crown and the throne are the tokens of a condition attained; they are the tokens of self-conquest through our Lord Jesus Christ.

Long afterward, when the disciple had been brought into sympathy with Christ through the fellowship of His sufferings, the Lord revealed to John what is the condition of nearness in His kingdom. "To him that overcometh," Christ said, "will I grant to sit with Me in My throne, even as I also overcame, and am set down with My Father in His throne." "Him that overcometh will I make a pillar in the temple of My God, and he shall go no more out: and I will write upon him the name of My God, . . . and I will write upon him My new name." Rev. 3:21, 12. So Paul the apostle wrote, "I am now ready to be offered, and the time of my departure is at hand. I have fought a good fight, I have finished my course, I have kept the faith: henceforth there is laid up for me a crown of righteousness, which the Lord, the righteous Judge, shall give me at that day." 2 Tim. 4:6-8.

The one who stands nearest to Christ will be he who on earth has drunk most deeply of the spirit of His self-sacrificing love,--love that "vaunteth not itself, is not puffed up, . . . seeketh not her own, is not easily provoked, thinketh no evil" (1 Cor. 13:4, 5),--love that moves the disciple, as it moved our Lord, to give all, to live and labor and sacrifice, even unto death, for the saving of humanity. This spirit was made manifest in the life of Paul. He said, "For to me to live is Christ;" for his life revealed Christ to men; "and to die is gain,"--gain to Christ; death itself would make manifest the power of His grace, and gather souls to Him. "Christ shall be magnified in my body," he said, "whether it be by life or by death." Phil. 1:21, 20.

When the ten heard of the request of James and John, they were much displeased. The highest place in the kingdom was just what every one of them was seeking for himself, and they were angry that the two disciples had gained a seeming advantage over them.

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Again the strife as to which should be greatest seemed about to be renewed, when Jesus, calling them to Him, said to the indignant disciples, "Ye know that they which are accounted to rule over the Gentiles exercise lordship over them; and their great ones exercise authority upon them. But so shall it not be among you."

In the kingdoms of the world, position meant self-aggrandizement. The people were supposed to exist for the benefit of the ruling classes. Influence, wealth, education, were so many means of gaining control of the masses for the use of the leaders. The higher classes were to think, decide, enjoy, and rule; the lower were to obey and serve. Religion, like all things else, was a matter of authority. The people were expected to believe and practice as their superiors directed. The right of man as man, to think and act for himself, was wholly unrecognized.

Christ was establishing a kingdom on different principles. He called men, not to authority, but to service, the strong to bear the infirmities of the weak. Power, position, talent, education, placed their possessor under the greater obligation to serve his fellows. To even the lowliest of Christ's disciples it is said, "All things are for your sakes." 2 Cor. 4:15.

"The Son of man came not to be ministered unto, but to minister, and to give His life a ransom for many." Among His disciples Christ was in every sense a caretaker, a burden bearer. He shared their poverty, He practiced self-denial on their account, He went before them to smooth the more difficult places, and soon He would consummate His work on earth by laying down His life. The principle on which Christ acted is to actuate the members of the church which is His body. The plan and ground of salvation is love. In the kingdom of Christ those are greatest who follow the example He has given, and act as shepherds of His flock.

The words of Paul reveal the true dignity and honor of the Christian life: "Though I be free from all men, yet have I made myself servant unto all," "not seeking mine own profit, but the profit of many, that they may be saved." 1 Cor. 9:19; 10:33.

In matters of conscience the soul must be left untrammeled. No one is to control another's mind, to judge for another, or to prescribe his duty. God gives to every soul freedom to think, and to follow his own convictions. "Every one of us shall give account of himself to God." No one has a right to merge his own individuality in that of another. In all matters where principle is involved, "let every man be fully persuaded in his own mind." Rom. 14:12, 5. In Christ's kingdom there is no lordly

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oppression, no compulsion of manner. The angels of heaven do not come to the earth to rule, and to exact homage, but as messengers of mercy, to co-operate with men in uplifting humanity.

The principles and the very words of the Saviour's teaching, in their divine beauty, dwelt in the memory of the beloved disciple. To his latest days the burden of John's testimony to the churches was, "This is the message that ye heard from the beginning, that we should love one another." "Hereby perceive we the love of God, because He laid down His life for us: and we ought to lay down our lives for the brethren." 1 John 3:11, 16.

This was the spirit that pervaded the early church. After the outpouring of the Holy Spirit, "the multitude of them that believed were of one heart and of one soul: neither said any of them that aught of the things which he possessed was his own." "Neither was there any among them that lacked." "And with great power gave the apostles witness of the resurrection of the Lord Jesus: and great grace was upon them all." Acts 4:32, 34, 33.

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Chapter 83 The Walk to Emmaus [This chapter is based on Luke 24:13-33.]

 

Late in the afternoon of the day of the resurrection, two of the disciples were on their way to Emmaus, a little town eight miles from Jerusalem. These disciples had had no prominent place in Christ's work, but they were earnest believers in Him. They had come to the city to keep the Passover, and were greatly perplexed by the events that had recently taken place. They had heard the news of the morning in regard to the removal of Christ's body from the tomb, and also the report of the women who had seen the angels and had met Jesus. They were now returning to their homes to meditate and pray. Sadly they pursued their evening walk, talking over the scenes of the trial and the crucifixion. Never before had they been so utterly disheartened. Hopeless and faithless, they were walking in the shadow of the cross.

They had not advanced far on their journey when they were joined by a stranger, but they were so absorbed in their gloom and disappointment that they did not observe him closely. They continued their conversation, expressing the thoughts of their hearts. They were reasoning in regard to the lessons that Christ had given, which they seemed unable to comprehend. As they talked of the events that had taken place, Jesus longed to comfort them. He had seen their grief; He understood the conflicting, perplexing ideas that brought to their minds the thought,

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Can this Man, who suffered Himself to be so humiliated, be the Christ? Their grief could not be restrained, and they wept. Jesus knew that their hearts were bound up with Him in love, and He longed to wipe away their tears, and fill them with joy and gladness. But He must first give them lessons they would never forget.

"He said unto them, What manner of communications are these that ye have one to another, as ye walk, and are sad? And the one of them, whose name was Cleopas, answering said unto Him, Art Thou only a stranger in Jerusalem, and hast not known the things which are come to pass there in these days?" They told Him of their disappointment in regard to their Master, "which was a prophet mighty in deed and word before God and all the people;" but "the chief priests and our rulers," they said, "delivered Him to be condemned to death, and have crucified Him." With hearts sore with disappointment, and with quivering lips, they added, "We trusted that it had been He which should have redeemed Israel: and beside all this, today is the third day since these things were done."

Strange that the disciples did not remember Christ's words, and realize that He had foretold the events which had come to pass! They did not realize that the last part of His disclosure would be just as verily fulfilled as the first part, that the third day He would rise again. This was the part they should have remembered. The priests and rulers did not forget this. On the day "that followed the day of the preparation, the chief priests and Pharisees came together unto Pilate, saying, Sir, we remember that that deceiver said, while He was yet alive, After three days I will rise again." Matt. 27:62, 63. But the disciples did not remember these words.

"Then He said unto them, O fools, and slow of heart to believe all that the prophets have spoken: ought not Christ to have suffered these things, and to enter into His glory?" The disciples wondered who this stranger could be, that He should penetrate to their very souls, and speak with such earnestness, tenderness, and sympathy, and with such hopefulness. For the first time since Christ's betrayal, they began to feel hopeful. Often they looked earnestly at their companion, and thought that His words were just the words that Christ would have spoken. They were filled with amazement, and their hearts began to throb with joyful expectation.

Beginning at Moses, the very Alpha of Bible history, Christ expounded in all the Scriptures the things concerning Himself. Had He

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first made Himself known to them, their hearts would have been satisfied. In the fullness of their joy they would have hungered for nothing more. But it was necessary for them to understand the witness borne to Him by the types and prophecies of the Old Testament. Upon these their faith must be established. Christ performed no miracle to convince them, but it was His first work to explain the Scriptures. They had looked upon His death as the destruction of all their hopes. Now He showed from the prophets that this was the very strongest evidence for their faith.

In teaching these disciples, Jesus showed the importance of the Old Testament as a witness to His mission. Many professed Christians now discard the Old Testament, claiming that it is no longer of any use. But such is not Christ's teaching. So highly did He value it that at one time He said, "If they hear not Moses and the prophets, neither will they be persuaded, though one rose from the dead." Luke 16:31.

It is the voice of Christ that speaks through patriarchs and prophets, from the days of Adam even to the closing scenes of time. The Saviour is revealed in the Old Testament as clearly as in the New. It is the light from the prophetic past that brings out the life of Christ and the teachings of the New Testament with clearness and beauty. The miracles of Christ are a proof of His divinity; but a stronger proof that He is the world's Redeemer is found in comparing the prophecies of the Old Testament with the history of the New.

Reasoning from prophecy, Christ gave His disciples a correct idea of what He was to be in humanity. Their expectation of a Messiah who was to take His throne and kingly power in accordance with the desires of men had been misleading. It would interfere with a correct apprehension of His descent from the highest to the lowest position that could be occupied. Christ desired that the ideas of His disciples might be pure and true in every specification. They must understand as far as possible in regard to the cup of suffering that had been apportioned to Him. He showed them that the awful conflict which they could not yet comprehend was the fulfillment of the covenant made before the foundation of the world was laid. Christ must die, as every transgressor of the law must die if he continues in sin. All this was to be, but it was not to end in defeat, but in glorious, eternal victory. Jesus told them that every effort must be made to save the world from sin. His followers must live as He lived, and work as He worked, with intense, persevering effort.

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Thus Christ discoursed to His disciples, opening their minds that they might understand the Scriptures. The disciples were weary, but the conversation did not flag. Words of life and assurance fell from the Saviour's lips. But still their eyes were holden. As He told them of the overthrow of Jerusalem, they looked upon the doomed city with weeping. But little did they yet suspect who their traveling companion was. They did not think that the subject of their conversation was walking by their side; for Christ referred to Himself as though He were another person. They thought that He was one of those who had been in attendance at the great feast, and who was now returning to his home. He walked as carefully as they over the rough stones, now and then halting with them for a little rest. Thus they proceeded along the mountainous road, while the One who was soon to take His position at God's right hand, and who could say, "All power is given unto Me in heaven and in earth," walked beside them. Matt. 28:18.

During the journey the sun had gone down, and before the travelers reached their place of rest, the laborers in the fields had left their work. As the disciples were about to enter their home, the stranger appeared as though He would continue His journey. But the disciples felt drawn to Him. Their souls hungered to hear more from Him. "Abide with us," they said. He did not seem to accept the invitation, but they pressed it upon Him, urging, "It is toward evening, and the day is far spent." Christ yielded to this entreaty and "went in to tarry with them."

Had the disciples failed to press their invitation, they would not have known that their traveling companion was the risen Lord. Christ never forces His company upon anyone. He interests Himself in those who need Him. Gladly will He enter the humblest home, and cheer the lowliest heart. But if men are too indifferent to think of the heavenly Guest, or ask Him to abide with them, He passes on. Thus many meet with great loss. They do not know Christ any more than did the disciples as He walked with them by the way.

The simple evening meal of bread is soon prepared. It is placed before the guest, who has taken His seat at the head of the table. Now He puts forth His hands to bless the food. The disciples start back in astonishment. Their companion spreads forth His hands in exactly the same way as their Master used to do. They look again, and lo, they see in His hands the print of nails. Both exclaim at once, It is the Lord Jesus! He has risen from the dead!

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They rise to cast themselves at His feet and worship Him, but He has vanished out of their sight. They look at the place which had been occupied by One whose body had lately lain in the grave, and say to each other, "Did not our heart burn within us, while He talked with us by the way, and while He opened to us the Scriptures?"

But with this great news to communicate they cannot sit and talk. Their weariness and hunger are gone. They leave their meal untasted, and full of joy immediately set out again on the same path by which they came, hurrying to tell the tidings to the disciples in the city. In some parts the road is not safe, but they climb over the steep places, slipping on the smooth rocks. They do not see, they do not know, that they have the protection of Him who has traveled the road with them. With their pilgrim staff in hand, they press on, desiring to go faster than they dare. They lose their track, but find it again. Sometimes running, sometimes stumbling, they press forward, their unseen Companion close beside them all the way.

The night is dark, but the Sun of Righteousness is shining upon them. Their hearts leap for joy. They seem to be in a new world. Christ is a living Saviour. They no longer mourn over Him as dead. Christ is risen--over and over again they repeat it. This is the message they are carrying to the sorrowing ones. They must tell them the wonderful story of the walk to Emmaus. They must tell who joined them by the way. They carry the greatest message ever given to the world, a message of glad tidings upon which the hopes of the human family for time and for eternity depend.

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Leading by Example Making sure you "walk the talk"

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Do you lead by example?

There's the boss who tells everyone to stay late, and then leaves promptly at 5:00pm to go golfing. There's the supervisor who criticizes everyone for spending time on the Internet, but is discovered buying groceries online in the middle of the afternoon. And the CFO who recommends layoffs to stop "unnecessary spending," but then buys herself brand-new luxury office furniture.

Do you know any of these people?

There's hardly anything worse for company morale than leaders who practice the "Do as I say, not as I do" philosophy. When this happens, you can almost see the loss of enthusiasm and goodwill among the staff. It's like watching the air go out of a balloon – and cynicism and disappointment usually take its place.

No matter what the situation is, double standards – witnessing people say one thing and then doing another – always feel like betrayals. They can be very destructive. If this ever happened to you, you can probably remember that sense of disappointment and letdown.

If you're in a leadership position, then you know that you have a responsibility to your team. They look to you for guidance and strength; that's part of what being a leader is. And a big part of your responsibility is to lead them with your own actions.

So why it is so important to lead by example; and what happens when you don't?

Why It Matters

There's an old saying about the difference between a manager and a leader: "Managers do things right. Leaders do the right things." (It's best to be both a manager and a leader – they're just different processes.)

As a leader, part of your job is to inspire the people around you to push themselves – and, in turn, the company – to greatness. To do this, you must show them the way by doing it yourself.

Stop and think about the inspiring people who have changed the world with their examples. Consider what Mahatma Gandhi accomplished through his actions: He spent most of his adult life living what he preached to others. He was committed to nonviolent resistance to protest injustice, and people followed in his footsteps. He led them, and India, to independence – because his life proved, by example, that it could be done.

Although Gandhi's situation is very different from yours, the principle is the same. When you lead by example, you create a picture of what's possible. People can look at you and say, "Well, if he can do it, I can do it." When you lead by example, you make it easy for others to follow you.

Look at legendary businessman, Jack Welch of General Electric. Welch knew that to push GE to new heights, he had to turn everything upside down. So that's just what he did.

He developed the whole idea of a "boundaryless organization." This means that everyone is free to brainstorm and think of ideas – instead of waiting for someone "higher up" in the bureaucracy to think of them first. He wanted his team "turned loose and he promised to listen to ideas from anyone in the company. And he did. Everyone from the lowest line workers to senior managers got his attention – if they had something to say or a new idea that might make the company better. It wasn't just "talk," and it didn't take his team long to figure that out.

Welch stayed true to his passions and what he knew was right. As a result, GE became an incredibly successful company under his management. His team was always willing to follow his lead, because the people within it knew that he always kept his word.

What does this mean for you? If you give yourself to your team and show them the way, then, most likely, they'll follow you anywhere.

When You Don't Lead by Example

We've seen just how powerful it can be to lead by example. But what happens when you don't follow this rule? How does your team feel when you tell them to do one thing, and then you do the exact opposite?

As we said earlier, if this ever happened to you, then it shouldn't be hard to remember how angry and disappointed you were.

When leaders don't "practice what they preach," it can be almost impossible for a team to work together successfully. How can anyone trust a leader who talks about one thing, but does another?

Consider what might have happened if Gandhi had, even one time, been in a physical fight with his opposition. His important message of nonviolent protest would probably have been much harder to believe after that. His followers would have looked at him with suspicion and distrust. The chances of them getting into physical arguments or committing acts of violence probably would have increased dramatically.

Do you think that Alexander the Great's soldiers would have fought so hard for him if he had sat on top of a hill, safe from the battle? Probably not. He would have been just another average general in our history books, instead of the example of a successful leader that we know today.

And so it is with your team. If you say one thing and do another, they likely won't follow you enthusiastically. Why should they? Everything you tell them after that may meet with suspicion and doubt. They may not trust that you're doing the right thing, or that you know what you're talking about. They may no longer believe in you.

Good leaders push their people forward with excitement, inspiration, trust, and vision. If you lead a team that doesn't trust you, productivity will drop. Enthusiasm may disappear. The vision you're trying so hard to make happen may lose its appeal, all because your team doesn't trust you anymore.

Key Points

Good leadership takes strength of character and a firm commitment to do the right thing, at the right time, for the right reason. This means doing what you say, when you say it. If your team can't trust you, you'll probably never lead them to greatness.

Leading – and living – by example isn't as hard as it might sound. It's really the easiest path. If your team knows that you'll also do whatever you expect from them, they'll likely work hard to help you achieve your goal.

Mahatma Gandhi and Alexander the Great helped change the world because they lived by example – and, as a result, they accomplished great things.

Apply This to Your Life

• If you ask a co-worker to do something, make sure you'd be willing to do it yourself.
• If you implement new rules for the office, then follow those rules just as closely as you expect everyone else to follow them. For example, if the new rule is "no personal calls at work," then don't talk to your spouse at work. You'll be seen as dishonest, and your staff may become angry and start disobeying you.
• Look closely at your own behavior. If you criticize people for interrupting, but you constantly do it yourself, you need to fix this. Yes, you want people to pay attention to one another and listen to all viewpoints, so demonstrate this yourself.
• If, in the spirit of goodwill, you make a rule for everyone to leave the office at 5:00 p.m., then you need to do it too. If you stay late to get more work done, your team may feel guilty and start staying late too, which can destroy the whole purpose of the rule. The same is true for something like a lunch break – if you want your team to take a full hour to rest and relax, then you need to do it too.

You can learn 700 similar skills elsewhere on this site. Click here to see our full toolkit. If you like our approach, you can subscribe to our free newsletter, or become a member for just US$1.

Successful Delegation Using the Power of Other People's Help

Even "Super-You" needs help and support. There is no shame in asking for assistance. Push aside the pride and show respect for the talent others can bring to the table.

And, remember that there is no such thing as a single-handed success: When you include and acknowledge all those in your corner, you propel yourself, your teammates and your supporters to greater heights.

- Author Unknown.

Do you feel stressed and overloaded? Or that your career seems stalled? If so, then you may need to brush up your delegation skills!

If you work on your own, there's only a limited amount that you can do, however hard you work. You can only work so many hours in a day. There are only so many tasks you can complete in these hours. There are only so many people you can help by doing these tasks. And, because the number of people you can help is limited, your success is limited.

However, if you're good at your job, people will want much more than this from you.

This can lead to a real sense of pressure and work overload: You can't do everything that everyone wants, and this can leave you stressed, unhappy, and feeling that you're letting people down.

On the positive side, however, you're being given a tremendous opportunity if you can find a way around this limitation. If you can realize this opportunity, you can be genuinely successful!

One of the most common ways of overcoming this limitation is to learn how to delegate your work to other people. If you do this well, you can quickly build a strong and successful team of people, well able to meet the demands that others place.

This is why delegation is such an important skill, and is one that you absolutely have to learn!

Why People Don't Delegate

To figure out how to delegate properly, it's important to understand why people avoid it. Quite simply, people don't delegate because it takes a lot of up-front effort.

After all, which is easier: designing and writing content for a brochure that promotes a new service you helped spearhead, or having other members of your team do it?

You know the content inside and out. You can spew benefit statements in your sleep. It would be relatively straightforward for you to sit down and write it. It would even be fun! The question is, "Would it be a good use of your time?"

While on the surface it's easier to do it yourself than explain the strategy behind the brochure to someone else, there are two key reasons that mean that it's probably better to delegate the task to someone else:

• First, if you have the ability to spearhead a new campaign, the chances are that your skills are better used further developing the strategy, and perhaps coming up with other new ideas. By doing the work yourself, you're failing to make best use of your time.
• Second, by meaningfully involving other people in the project, you develop those people's skills and abilities. This means that next time a similar project comes along, you can delegate the task with a high degree of confidence that it will be done well, with much less involvement from you.

Delegation allows you to make the best use of your time and skills, and it helps other people in the team grow and develop to reach their full potential in the organization.

When to Delegate

Delegation is a win-win when done appropriately, however that does not mean that you can delegate just anything. To determine when delegation is most appropriate there are five key questions you need to ask yourself:

• Is there someone else who has (or can be given) the necessary information or expertise to complete the task? Essentially is this a task that someone else can do, or is it critical that you do it yourself?
• Does the task provide an opportunity to grow and develop another person's skills?
• Is this a task that will recur, in a similar form, in the future?
• Do you have enough time to delegate the job effectively? Time must be available for adequate training, for questions and answers, for opportunities to check progress, and for rework if that is necessary.
• Is this a task that I should delegate? Tasks critical for long-term success (for example, recruiting the right people for your team) genuinely do need your attention.

If you can answer "yes" to at least some of the above questions, then it could well be worth delegating this job.

Other factors that contribute to the delegability of a task include:

1. The project's timelines/deadlines.
• How much time is there available to do the job?
• Is there time to redo the job if it's not done properly the first time?
• What are the consequences of not completing the job on time?

2. Your expectations or goals for the project or task(s), including:
• How important is it that the results are of the highest possible quality?
• Is an "adequate" result good enough?
• Would a failure be crucial?
• How much would failure impact other things?

That being said, having all these conditions present is no guarantee that the delegated task will be completed successfully either. You also need to consider to whom you will delegate the task and how you will do it.

The Who and How of Delegating

Having decided to delegate a task there are some other factors to consider as well. As you think these through you can use our free Delegation Worksheet to keep record of the tasks you choose to delegate and who you want to delegate them to.

To Whom Should You Delegate?

The factors to consider here include:

1. The experience, knowledge and skills of the individual as they apply to the delegated task.
• What knowledge, skills and attitude does the person already have?
• Do you have time and resources to provide any training needed?
2. The individual's preferred work style.
• How independent is the person?
• What does he or she want from his or her job?
• What are his or her long-term goals and interest, and how do these align with the work proposed?
3. The current workload of this person.
• Does the person have time to take on more work?
• Will you delegating this task require reshuffling of other responsibilities and workloads?

When you first start to delegate to someone, you may notice that he or she takes longer than you do to complete tasks. This is because you are an expert in the field and the person you have delegated to is still learning. Be patient: if you have chosen the right person to delegate to, and you are delegating correctly, you will find that he or she quickly becomes competent and reliable.

How Should You Delegate?

Use the following principles to delegate successfully:

1. Clearly articulate the desired outcome. Begin with the end in mind and specify the desired results.
2. Clearly identify constraints and boundaries. Where are the lines of authority, responsibility and accountability? Should the person:

• Wait to be told what to do?
• Ask what to do?
• Recommend what should be done, and then act?
• Act, and then report results immediately?
• Initiate action, and then report periodically?

3. Where possible, include people in the delegation process. Empower them to decide what tasks are to be delegated to them and when.
4. Match the amount of responsibility with the amount of authority. Understand that you can delegate some responsibility, however you can't delegate away ultimate accountability. The buck stops with you!
5. Delegate to the lowest possible organizational level. The people who are closest to the work are best suited for the task, because they have the most intimate knowledge of the detail of everyday work. This also increases workplace efficiency, and helps to develop people.
6. Provide adequate support, and be available to answer questions. Ensure the project's success through ongoing communication and monitoring as well as provision of resources and credit.
7. Focus on results. Concern yourself with what is accomplished, rather than detailing how the work should be done: Your way is not necessarily the only or even the best way! Allow the person to control his or her own methods and processes. This facilitates success and trust.
8. Avoid "upward delegation". If there is a problem, don't allow the person to shift responsibility for the task back to you: ask for recommended solutions; and don't simply provide an answer.
9. Build motivation and commitment. Discuss how success will impact financial rewards, future opportunities, informal recognition, and other desirable consequences. Provide recognition where deserved.
10. Establish and maintain control.

• Discuss timelines and deadlines.
• Agree on a schedule of checkpoints at which you'll review project progress.
• Make adjustments as necessary.
• Take time to review all submitted work.

In thoroughly considering these key points prior to and during the delegation process you will find that you delegate more successfully.

Keeping Control

Now, once you have worked through the above steps, make sure you brief your team member appropriately. Take time to explain why they were chosen for the job, what's expected from them during the project, the goals you have for the project, all timelines and deadlines and the resources on which they can draw. And agree a schedule for checking-in with progress updates.

Lastly, make sure that the team member knows that you want to know if any problems occur, and that you are available for any questions or guidance needed as the work progresses.

We all know that as managers, we shouldn't micro-manage. However, this doesn't mean we must abdicate control altogether: In delegating effectively, we have to find the sometimes-difficult balance between giving enough space for people to use their abilities to best effect, while still monitoring and supporting closely enough to ensure that the job is done correctly and effectively.

The Importance of Full Acceptance

When delegated work is delivered back to you, set aside enough time to review it thoroughly. If possible, only accept good quality, fully-complete work. If you accept work you are not satisfied with, your team member does not learn to do the job properly. Worse than this, you accept a whole new tranche of work that you will probably need to complete yourself. Not only does this overload you, it means that you don't have the time to do your own job properly. Of course, when good work is returned to you, make sure to both recognize and reward the effort. As a leader, you should get in the practice of complimenting members of your team every time you are impressed by what they have done. This effort on your part will go a long way toward building team member's self-confidence and efficiency, both of which will be improved on the next delegated task; hence, you both win.

Key Points:

At first sight, delegation can feel like more hassle than it's worth, however by delegating effectively, you can hugely expand the amount of work that you can deliver.

When you arrange the workload so that you are working on the tasks that have the highest priority for you, and other people are working on meaningful and challenging assignments, you have a recipe for success.

To delegate effectively, choose the right tasks to delegate, identify the right people to delegate to, and delegate in the right way. There's a lot to this, but you'll achieve so much more once you're delegating effectively!