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How to Increase Church Staff Without Spending a Dime

Ron Edmondson

Improve your skill of delegating. When I left the church where I was pastor we had seven amazing people on our finance committee, for example. They were godly, intelligent and absolutely brilliant in the handling of finances. You may not be able to hire for a new paid position, but you could: Raise up new leaders.

Finance 44
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5 Areas I Have Micromanaged in Church Revitalization

Ron Edmondson

I have written extensively about the need for delegation in leadership. As with most churches in need of revitalization, our finances had been struggling for several years. Thankfully we had good people in charges of our finances and they had held the church together through very difficult times. Plus, I love the team process.

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5 Areas I Micromanaged in Church Revitalization

Ron Edmondson

I have written extensively about the need for delegation in leadership. As with most churches in need of revitalization, our finances had been struggling for several years. Thankfully, we had good people in charge of our finances and they had held the church together through very difficult times. Plus, I love the team process.

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5 Areas I Micromanaged in Church Revitalization

Ron Edmondson

I have written extensively about the need for delegation in leadership. As with most churches in need of revitalization, our finances had been struggling for several years. Thankfully we had good people in charges of our finances and they had held the church together through very difficult times. Plus, I love the team process.

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The Mayo Clinic Model for Running a Value-Improvement Program

Harvard Business Review

One of the team’s central findings is that TDABC cannot be delegated to the finance function. The clinic created a high-level steering committee to oversee all its costing and value-improvement projects. Establishing this committee signaled that implementing value-based health-care delivery was an institutional priority.

Mayo 8
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Why Boards Get C-Suite Succession So Wrong

Harvard Business Review

Would you hire a surgeon who wasn’t trained in medicine or delegate a major financial investment decision to someone who hadn’t studied finance? Over the past few months, I’ve had many small-group meetings with the nominating committee chairs of some of the largest companies in the world. Of course not.

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4 Models for Using AI to Make Decisions

Harvard Business Review

Charismatic CEOs enjoy leading and inspiring people, so they don’t like delegating critical business decisions to smart algorithms. Computational autonomy requires that C-suites revisit the hows and whys of delegation. But only the human oversight committee approves what gets “autonomized” and how it is implemented.