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Need advice - Job related (VERY long)
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<blockquote data-quote="Marguerite" data-source="post: 173553" data-attributes="member: 1991"><p>I'm glad it worked out, Jo.</p><p></p><p>I was on the other side of the fence (sort of) at one point. It was a charity rather tan a business, but we needed the organisation to grow. It had done really well in the hands of the ONE staff member we could afford (the rest of us were the voluntary management committee) but as the charity grew, it got to a point where her job was just too big. We needed to suubdivide, or we would risk stagnating. </p><p></p><p>In our case, the staff member also had major psychological problems which the added stress was bringing out. We needed her on board though, because she was so good at so much of the job. But she was very resistant to any attempts we made to spread the load.</p><p></p><p>For a while a volunteer went in to work with her and we grew a bit bigger from there. </p><p></p><p>We should have insisted. I wish we had. She ended up leaving, because she really was cracking up and not coping. She saw any attempt to subdivide, as us showing a lack of faith in her (which we did not). </p><p></p><p>A problem we had had for some time - because we had all our eggs in one basket (her), if she was sick or on leave, we had to shut up shop. And that is not good for a growing concern.</p><p></p><p>We never had a solo staff member after that - the job was permanently subdivided. Memberships, computer database, distribution of information brochures, administrative mailouts, book-keeping were under one hat, while more complex administration, updating of brochures, public appeals, events, seminars, committee business and staff supervision were the second hat. A minimum of two staff members.</p><p></p><p>Something I learned long ago - women in particular have a difficult time delegating responsibility. Maybe it's something to do with people relying on us so much to see tat everything gets done. Maybe it's due to experience, that when we DO delegate it only adds to our workload because we then have to chase up the person we delegated to. </p><p></p><p>Jo, look on this as an opportunity. If this doesn't work out, consider NOW which other part of your job could be delegated, so you can pick tis bit up again.</p><p></p><p>But if it DOES work out, think where you could now extend yourself and help the business expand further. Maybe even ask your brother in law that ("how can I help this company continue to develop?") and see what he says.</p><p></p><p>Marg</p></blockquote><p></p>
[QUOTE="Marguerite, post: 173553, member: 1991"] I'm glad it worked out, Jo. I was on the other side of the fence (sort of) at one point. It was a charity rather tan a business, but we needed the organisation to grow. It had done really well in the hands of the ONE staff member we could afford (the rest of us were the voluntary management committee) but as the charity grew, it got to a point where her job was just too big. We needed to suubdivide, or we would risk stagnating. In our case, the staff member also had major psychological problems which the added stress was bringing out. We needed her on board though, because she was so good at so much of the job. But she was very resistant to any attempts we made to spread the load. For a while a volunteer went in to work with her and we grew a bit bigger from there. We should have insisted. I wish we had. She ended up leaving, because she really was cracking up and not coping. She saw any attempt to subdivide, as us showing a lack of faith in her (which we did not). A problem we had had for some time - because we had all our eggs in one basket (her), if she was sick or on leave, we had to shut up shop. And that is not good for a growing concern. We never had a solo staff member after that - the job was permanently subdivided. Memberships, computer database, distribution of information brochures, administrative mailouts, book-keeping were under one hat, while more complex administration, updating of brochures, public appeals, events, seminars, committee business and staff supervision were the second hat. A minimum of two staff members. Something I learned long ago - women in particular have a difficult time delegating responsibility. Maybe it's something to do with people relying on us so much to see tat everything gets done. Maybe it's due to experience, that when we DO delegate it only adds to our workload because we then have to chase up the person we delegated to. Jo, look on this as an opportunity. If this doesn't work out, consider NOW which other part of your job could be delegated, so you can pick tis bit up again. But if it DOES work out, think where you could now extend yourself and help the business expand further. Maybe even ask your brother in law that ("how can I help this company continue to develop?") and see what he says. Marg [/QUOTE]
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