Delegation is like Matchmaking: Why and How Your Team Should Delegate TasksOn August 30, 2019 by Raul Dinwiddie
The broadcast is now starting. All attendees are in listen-only mode. Hi everyone. This is Stacey Milbern with the Autistic Self Advocacy Network’s Pacific Alliance on Disability Self-Advocacy Project. Today we are hosting a webinar on the topic of delegation and this is a part of our Pacific Alliance training series for self-advocates. We actually had another presenter put together this presentation for you, but they’re out sick this week but we wanted to keep the time we had scheduled, since we had postponed it last week. So I will be presenting on their behalf and we’ll include their contact information at the end so you can ask either of us questions. So, just before we begin, a few housekeeping things. So while we’re presenting I’m going to be keeping the screen – it’ll look exactly like it does right now. So it’s not full screen like usual, but it just makes it easier to flip back and forth when checking if people have questions. So I hope this works for everyone. And then if you have a question that you want to ask you can type it into the question box. You can also type anything that you want to share into the comments – the chatbox at the bottom. And then if you want to ask something and prefer to speak it rather than type it you can hit the little button that looks like a hand and that will allow you to raise your hand and it’ll let me know that you want to speak and then I can unmute your microphone. Okay, so, beginning – and another housekeeping thing – so this presentation is going to be about 40 minutes long and we’ll save probably about 15 minutes to do some scenarios. So, we’ll do presentation about 20 minutes, and then scenarios 15 minutes, and then we can ask questions and talk as a group at the end. So, delegation is like matchmaking: why and how your team should delegate tasks. And one other housekeeping thing – so, last time I presented, uh – actually it was a different presenter – in March, there were some issues with the technology. And so if for some reason the screen freezes, or anything like that, if you can let me know by writing it into the chatbox it’s much appreciated. And then of course this will be available online on YouTube as a captioned video late next week. So delegation is like matchmaking. So when we launched our guide on what to think about when starting a nonprofit, we talked about starting a nonprofit is like starting a family or having a baby, that there’s things that you want to think about – starting a nonprofit, that you would think about when starting a family. And so with that in mind we were thinking about how to talk about delegation and it made sense to think of it as delegation is like matchmaking. So if you’re a matchmaker, like in the olden days, people would come to you and they would say, I am looking for a partner, or a spouse, can you match me with somebody? And then you would get to know them, what are their interests and their desires and their habits and their personalities, and you would match them with somebody that you thought was compatible. So we’re saying delegation is very similar. A lot of the skills that you would use to match two people together you would use to delegate. So what is delegation? Delegation is assigning tasks to people based on their skills and knowledge. So delegation means, let’s say you are a president of a self-advocacy organization. Then you might delegate tasks to your executive committee, your vice president, your secretary, your treasurer. If you have other tasks you need to delegate your group might decide to form a committee or a work group and then that group of people would work on the task assigned. So delegation can happen in all kinds of forms. A really common way that we see tasks delegated is at work where there might be a supervisor and then they delegate different tasks and projects to different people. So, you may need to delegate if – and these are kind of ways to notice if it might be time to delegate – and I wrote this slide based on my own experiences so times that I’ve needed to delegate have been: when I was stressed out all the time. And so, for example, about a month ago I was working and I realized I had double-booked myself. And not only did I double-book myself, I actually double-booked myself three times that day. So there were three different people that I said, oh, I’m going to be meeting with you, and then it turned out I had double-booked. So just that scenario was kind of eye-opening to me and made me realize like, oh man, I have way too much on my plate, I need to delegate some of this to other people. So, first way you can know if you need to delegate is that you’re stressed out all the time. So if your work is keeping you up at night and you have a lot of anxiety, and it’s consuming, and you’re freaking out about how you’re going to get everything done, that can be a sign that it’s time to delegate. So I just got a housekeeping question, and I’m sorry about that, it says “Can you put your name somewhere on the screen? The control panel says, Talking: Ari Ne’eman.” So I’m actually using using Ari’s account to do this presentation, but my name is Stacey Milbern. And it’s right here if you can see it now. And I guess a little bit about myself: I work as a project coordinator for the Pacific Alliance on Disability Self-Advocacy and so I work with ASAN to make sure this project is going well, and to provide technical assistance to self-advocates in California, Oregon, Washington, and Montana. Okay. And my contact info will be on the last page. So yeah, if you’re really stressed out, you might need to delegate. If there’s more work to do than you actually have time to do then that means it’s probably time to delegate. So I heard this quote, actually it was on a coffee mug, and it says, “Beyoncé has 24 hours in a day.” And the idea was, everybody has 24 hours in a day, and look at how much Beyoncé’s able to accomplish or do with her life. And so when I first heard that quote I kind of felt like oh man, there’s so much more I should be doing. But the reason why Beyoncé’s able to do all of that is because she has a huge team of people. And so one way to know if you need to delegate is how many hours can you contribute towards a project and then how many hours of work does it really take. So let’s say you run a self-advocacy group and you can commit 10 hours a week towards running your self-advocacy group. If the work that is needed for your position actually takes 30 hours a week, then you need to bring in other people. So, you may need to delegate if there’s more work than you have time to do. Another way that you can notice if you need to delegate is if you’re you’re the one that’s kind of slowing things getting done. And sometimes people call this a bottleneck – that’s really like, project management type language. So a bottleneck is like, let’s say you have a coke bottle or any kind of bottle and you flip it upside down. All of the liquid has to go through that really small point. So if that small point wasn’t there, all of it would go through really quick, but it’s that small point – the small hole – that’s keeping it going slower. So if you’re – if things could get done – if things are getting done faster but they have to go through you first, and that’s really slowing down the process, that can be a sign that you need to delegate. And another way to notice if you need to delegate is if people say it takes a long time to get a response from you. So one sign of being really overwhelmed is not being able to get back in touch with people as soon as you would like. So sometimes for me that might mean having a stack of emails I want to respond to but I have so many tasks that I don’t get to those emails. And so if you’re having an issue where people are saying oh, I want to get a quicker response from you, oftentimes that can be a sign that you need to delegate some of the work in your life. Are there any questions so far? Okay. So, when to delegate. A time to know when you can delegate something is when the task does not have to be done by you. So there’s some things that, whatever your role is, that you’re going to have to be the one to do it. So for example if you are the president of an organization your organization might agree that the only person that should talk to a funder is you. So that’s a task that you can’t really delegate to other people. But if there’s a task that you yourself don’t have to be the person to do it, you could think about delegating that task. So for example, one person’s position could include talking to a funder, writing newsletter articles, communicating with members, managing the budget, and talking to media people. So some of those tasks, you might be the only one who can do it. Like you might be the only one that should talk to people in the media or talk to the funder. But maybe some of those other tasks could be delegated to other people. So let’s see, there’s a question. Oh, no problem Scott, we’re happy you’re here. So another time that you can know when to delegate is when someone else has the skills and information they need to do the job or they can learn it pretty quickly. So, a lot of times what stops us from delegating is we say, oh man, I’ve been with this organization three years I could – you know, a new person, they might have the skills but they don’t know all the information about the organization. So in that situation maybe you’d want to sit down and talk with that person to give them the information they need – sometimes we call that like the historical information. So what is the information about whatever organization you’re in that people don’t know unless they’re there. So, you know, that would be part of having to delegate. So, does someone have the skills and information that they need to do the job. And I put a little sidenote here that says, maybe they don’t have the skills and information but they could learn it in the pace that you need. So let’s say someone doesn’t have the skills but it would only take a week for them to learn it. Well, if that’s a good timeline for you, then that might be worth delegating. But let’s say someone has the skills – doesn’t have the skills and it’s going to take them a year to learn it. Depending on what the project is, it might not make sense to delegate that task to them. A third when to know when to delegate is if the person will grow from the opportunity. So a lot of times when we think about delegating we think about it as only benefiting the person who’s giving the task but actually a way that we as human beings learn is by doing the task ourselves. You not only learn the skills, but that’s how you build a relationship and understand how, you know, stuff happens. So if the person will grow from the opportunity that can be a good reason to delegate. And the fourth thing is you have the time to support the person in doing the task. So a lot of times when we think about like, managing a team or supporting somebody in doing a task, we think of how long it’s going to take them to do the task and we don’t think about how much time it’s going to take for ourselves to support them in doing the task. So, a really common example of this is nonprofits who apply for a grant and then they have enough money to pay a project coordinator but then they don’t write in the time that it takes to support that project coordinator. Then that can raise a lot of issues for that organization. So before giving somebody a task you want to make sure that you have the time to support them in doing it. Otherwise you’re kind of setting them up for failure. Does this make sense so far? Let’s take about 90 seconds for people to write in any questions they might have. I’m going to check the chatbox. So if you have any questions, you can write them in the chatbox, you can write them as a question, or you can raise your hand. Okay. I don’t see any questions. So here are a few tips when delegating. So tip #1, think of delegation as a strength instead of a weakness. So, yeah, when we talk about delegation oftentimes the way we talk about it is oh, so-and-so is so busy, they couldn’t do everything so they had to give some of their tasks away. But actually there’s a way that we could flip that and think about delegation differently. So we could think about it as wow, there’s so much work to do and so many opportunities for us to learn and develop skills. So our team is going to split up some of the responsibilities so we each have a part of it. That’s a way to think of it as a strength. Because again when people have the opportunity to work, they have the opportunity to learn new skills and build relationships and understand, you know, again, how things work in the world. So I guess as a personal example when I was a project coordinator at a different organization one of the project managers, my supervisor, was really really busy. He managed a ton of programs and the program I was working on needed a little bit more help. So I kept asking him for more responsibility and took on initiative over the project and even though it wasn’t in my title, essentially I was managing the project. And through that opportunity – well, so a lot of – in that time I would get kind of frustrated because it’s like, why am I doing all this extra work for free, I really care about this program, how come the other person doesn’t care as much, but actually now that I look back on it I’m really thankful for the opportunity because I got to learn how to manage a program in that position and if I didn’t have that experience I couldn’t do the things that I’m doing now. So delegation can be a strength – is a strength and not necessarily a weakness. So tip #2, figure out what skills and values are needed for a task. So this is the matchmaking part. A lot of times people in hiring call this understanding what people’s KSAs are – knowledge, skills, and abilities. So when there’s a job description, people put what kind of knowledge that you need to have for that position, what kind of skills and what kind of abilities. And when you’re going to delegate a task you need to think about what are the knowledge, skills, and abilities needed for that task. So one example is, let’s say the task is to coordinate your self-advocacy group’s outreach efforts. You might need somebody who has the knowledge of how media works like knowledge of knowing that you have to send out press releases or knowledge of, you know, now social media’s really a popular way of communicating. So that knowledge would be important there. The skills would be, you know, the actual skills in writing that press release or writing those tweets and those facebook statuses. And then the abilities are more of like the natural abilities of maybe that communication person is really strategic in what they say or maybe they’re outgoing and able to meet people really quickly. Things like that. Another example is let’s say your self-advocacy group is writing a policy paper. So, the skills there might be you need somebody who can do a lot of research and read information and understand what it means. Ability might be ability to pull together different data and knowledge might be understanding what the topic is about. So the knowledge, skills, and abilities for that research policy paper job is really different than the knowledge, skills, and abilities for that communication position. So the first thing you want to do when delegating is think about what kind of qualities does this person need to have to be able to do this job. And then we also added values because value systems are pretty important So let’s say you have somebody on your team who is a, you know, really awesome super-radical activist. They can organize people left and right and they’re really good at it. But if their politics are around grassroots organizing they might not be the same one that you want, you know, working with providers. That might be a different type of person that you have. So it’s also about the values piece too. What are the value systems needed for that position. Okay, question. Ooh, this is such a great question. So Daniel asked, “So far you’ve talked about when to delegate your own responsibilities. How do you know when it’s time to ask for someone else’s responsibilities to be delegated to you?” So Daniel let’s talk about that at the end, and we can have a discussion about it. I’m going to save that question. So, tip #3, create a clear agreement for when the task will get done and how you will communicate about it. So oftentimes that agreement includes a timeline, so understanding when things have to get done and where there’s some flexibility. So, for example, if your task is to write a grant application, you would want to figure out when is that task due. So when is the final grant application due to the funder? But you probably wouldn’t want to make that the deadline because you want to build in time for that person to bring in you know, a first draft, a second draft, a third draft. So create a clear agreement for when the task will get done. Second part that can be helpful in agreement is how you will communicate about the task. So this is one that people really forget often, where people agree, okay this task is going to get done, and they’re super excited about it and they figure out when it needs to get done by but they don’t figure out how they’re going to talk about it. And then all the sudden two months have passed and they haven’t checked in about it and, you know, maybe the person is thinking the task is already started, and the other one hasn’t started it yet. So anyways, how you will communicate about the task is really important. Is it weekly check-ins, is it dropping an email every now and then, is it, you know, a phone call every month just to see how things are going? Figuring out that ahead of time and getting shared agreement around it is really important. And then third is how you will both know it is a job well done. So what does success look like for this task? It’s really important to talk about goals so everybody’s on the same page. So again if you’re that outreach person and the person that gave you the task, maybe they’re expecting you to contact 10 newspapers, but instead of doing that you did, you know, a hundred tweets, then it might not be the best job then. So if you guys can get consensus – which is like shared agreement – ahead of time, that’s really helpful. And tip #4, so when you start working together, ask your team what they want to learn and how you can support them. So before you even get to the, you know, crisis, I have to delegate this or it’s not going to get done stage, it can be really proactive to figure out ahead of time what is it that your team members want to learn. So if you have somebody that doesn’t know social media but they really want to learn it you might have them work with your current communication person so that a year later they could take over, they could co-lead it. Knowing what the goals are of your members as individuals is really important. And part of that is that it’s also figuring out when is a time that you can give your team member to learn, and then when is a time that if a mistake happened it would be really bad. So, for example, if – going back to the grant application scenario – if the grant application is due next month and this person is supposed to work independently on it, that might be really scary and dangerous because if the grant application, you know, doesn’t get done or it’s not done well, and your group doesn’t get the funding, That can be really, you know, terrible. So that might not be a scenario that you want to test out somebody’s grant writing skills. A better way might be, okay, we know this grant application is due in six months so let’s work together on it now. That might be a better way to handle that situation. And then what your team members want to learn, if you can match that with the task it can be helpful. So for example, if your team member wants to improve their communication skills you might not put them in the research job. You might – you put them in the communication job or maybe even the fundraising job. But you want to match what people want to learn with the task. So are there any questions, before we get into the scenarios and then answer the brilliant question that was raised? Okay. So, we’re going to do a few scenarios and I’m going to post the scenario on the PowerPoint and then if you can put your responses either in the chatbox, the question box, or by raising your hand. So, scenario 1. You are the president of a statewide self-advocacy organization. You’re super excited about being president and have six different things you want to accomplish. You start working on all six things. Everyone is really happy that all of this work is getting done but your vice president and secretary don’t know what they can be doing to help and they feel excluded. Last month a funder approached you about a funding opportunity and you dropped it because you were at a conference. What can you do to be a better president? Oops. And Trina, I got your question, and we’ll go to that in a minute. So, just the scenario again. You’re the new president, you’re really excited, you have six different things that you want to prioritize. So you start working on all six things. Everybody’s really impressed by the work that you’re doing but at the same time your team members feel a little bit excluded and they’re not really a part of making happen what you’re doing. And then also on top of that, last month a funder came to you about a funding opportunity and you weren’t able to get to it. What could you do to be a better president? So, Trina you wrote, “Share the power.” Can you say more? So while we wait for Trina to say more, Rick added, “You need to make sure that the vice president and secretary have tasks to do. Not just the president.” And Trina put, “Don’t be afraid to ask for help completing and taking on new tasks.” Great. Are there any other responses? Okay cool. So another – oh, here we go. So Mark said, “Doesn’t the secretary usually deal with agendas and minutes?” Yes. Yeah, but part of having an executive team is if they’re open to it you could give them more responsibility. So a lot of that is asking ahead of time what do they want to do. And so that’s a really good point, Mark. So, sometimes when we think about self-advocacy groups we think about the roles as separate things, so like there’s things that the president does, and the vice president and the secretary and treasurer. But you could also think of it as those four people being an executive team and that there’s going to be tasks that they work together to get done and those tasks might be outside of the secretary taking agenda – you know, passing out agendas, and taking minutes and it might be outside of the treasurer dealing with the budget. And Mark said he would ask the vice president to approach the funder. And Drew said, “Find out which of the six tasks the vice president and secretary are interested in and able to do and delegate those tasks to the vice president and secretary.” Cool. That’s great. So the two things I would have added would be number one, before you start working on the six things you might want to meet with your team to make sure that they agree with the priorities. And that can be really important because you want – the most important part of that is that you want their buy-in. You want them to agree, like oh yeah, we want to do all six of these things and this is the direction the group needs to move in. Because without their buy-in it can be really hard. So one thing to be a better president is including your team members from the very beginning. So not after you’ve already set the priorities, but when you’re starting to set the priorities. The second thing would be, to me, that six things is really really really hard to implement. I don’t even think, like, the President of the United States takes on that many different priorities. So maybe picking two or three priorities and then doing well in those things. And then I can’t remember who said it, but maybe it was Mark, said making it so that the vice president is the one that approaches the funder. And that’s a great idea, like you could have one person that is the main person to interact with the funder and then they’re responsible for managing that relationship. Okay, one more question. Oh, I’m sorry. So Mark said that he would just have the vice president meet with the funder just because he was at the conference. But it might be nice to have a development person, a treasurer. Yeah so, totally. Maybe the person that deals with the funder isn’t automatically the president. Maybe it’s whoever has the most skills in fundraising. So I know for myself, I’m not a very good schmoozer. So I would never want to be that person. But you might have somebody who, you know, isn’t even on your executive committee, maybe they’re a member, and they’re willing to be the lead fundraiser, the lead development person. Okay, so same scenario but switching it around a little bit. So this goes to Daniel’s question earlier. It’s the same scenario but now you’re the vice president. So you’re feeling like you’re not really a part of the president’s agenda, you see things falling on the ground, what might you do to be more involved? What would you say the to the president? What would you do? And we’ll give everybody another minute. So this is awesome. So Scott said, Scott might say, “I notice some areas up for improvement and I’m really excited to and think I can contribute in the following ways.” So, connecting around the shared enthusiasm and then noticing the areas of improvement and saying, hey I can help out with this. So first it’s the connecting, like the building the relationship, and then the second part is saying here’s the problem, and then the third part is saying I think I can help with this problem by doing x, y, and z. That’s cool. Thank you Scott. So, Rick wrote that, “I would approach the president to see how I could help and see if any of the jobs that I could do well that maybe the president is struggling with.” Totally. So, like Mark said earlier, if the president is at the conference, maybe you would do taking on that fundraising opportunity – the funding opportunity. So Daniel wrote, “First, ask the president to be more communicative. The whole executive team should know about opportunities before they are missed.” That’s a really good point. I want to say that one again, just because it’s a really strong point. So first, ask the president to be more communicative. The whole executive team should know about opportunities before they’re already missed. And that really speaks to a need for accountability. So, yeah, how do people know that there’s an opportunity and then what to do when the president messes it up? Does the team know or is it hidden? And we’ll give people another minute to add their thoughts. Okay, any other thoughts? So earlier, Daniel asked how – Daniel’s question was how do you know when it’s time to ask someone else for someone else’s responsibilities to be delegated to you? And that’s a good question; let’s talk about that for a second. I just put it on the board so hopefully everybody can see it. How do you know when it’s time to ask for someone else’s responsibilities to be delegated to you? Do people have thoughts and responses? So earlier we talked about how – how to know if you need to delegate. And it’s kind of the same thing if you see somebody and they’re always stressed out, if you see somebody and it takes forever to get in touch with them, if you see someone who all the work is happening but then when it gets to them it kind of becomes a bottleneck, those can be ways to know that it’s – it’s time for someone else to also step in and help. So Scott said, “Simply when something is a priority, it needs to get done and isn’t getting done.” Yeah, totally. So if your team says x needs to happen and it isn’t getting done that’s one way to know that it’s time for someone to step in. And Drew said the same thing I said a minute ago, “Use that list of when to delegate, so if you’re stressed, if there’s a bottleneck, etc.” And then Mark wrote, “Volunteer to take on a specific task.” So that’s cool. Maybe you’re not calling out all of the problems but you’re saying, I could take this part on. So, and then – wow, we got a lot of answers. Rick said, “If you notice that they become frustrated in their task and they’re not getting the work done by deadline.” So that’s a really important piece. Part of the reason why we’re really passionate about self-advocacy, you know, the self-advocacy movement is mostly volunteer-run. So people do it because they’re passionate and they really care about the issue. It’s not because, um, whatever, you know, some other – it’s not like going to work for Google where you’re going to make a lot of money. People do it because they care a lot about the issue. So if you see somebody and they’re frustrated all the time, and they’re so stressed out that they can’t even be, like passionate about the work they’re doing that can be a way to know that it’s time to step in. And Scott said, “Consent or buy-in is important as is accountability and transparency.” And that “Consent among the group on priority but it’s slipping.” Um, Scott can you write more about those two notes that you put in? And Mark asked, “Are there any women out there besides you? If so, they’re not typing anything in.” So women, if you have a response, please jump in we’d love to hear from you. And then Trina you asked a question, but I want to hold that question until we get there. And then one thing to think about – and this is kind of a different conversation, but – so, when you notice something, somebody isn’t getting done what they need to do how do you know if it’s an issue of delegating, or how do you know if it’s just that they’re not the right person for the job and maybe you guys need to elect somebody else. That’s kind of also a conversation that needs to often be had. So Scott said, “So for all of the effort of planning and meeting and agreeing that this is the path, and then the path is strayed from, something needs to happen. Perhaps a review of the possibility that the task isn’t as important as initially thought.” Huh. Wow that’s an interesting point. So your group does all this work to agree that this is the way that we want to go. And then after you’ve decided that the president, or whoever in the group maybe isn’t helping the group get down that path so maybe the path isn’t as important as the group initially thought. And Sarah says, “I am female. I run a meetup group in the Central Valley of California. I am learning that I need to find a way to delegate more tasks to do within my meetup group.” And Mark said, “Yay.” And Scott added, “Barrier can be management view of things and non-management view of priorities.” Scott, can you say more about that? What I interpret from it is that maybe management, like the main – the big leaders in the group, think that something is a priority and then the people who are actually carrying out the work think something else is a priority. That that can be a barrier. So knowing why certain tasks aren’t trickling down, the why behind what we – the why behind why we are doing what we’re doing. Thank you. Okay, cool. So let’s go to scenario 2 and then we’ll go to Trina, your two questions. So, scenario 2. Your self-advocacy group has a budget for a support person. The support person does not have a disability. The support person schedules the meetings, contacts members, and provides facilitation when needed. Sometimes it feels like the support person takes on more than they should but it’s hard to know what to do about the situation because no one else knows as much as the support person does about the everyday tasks. What should self-advocates do to fix this? And just to recap, so the person without a disability is doing all of the logistic work. The self-advocates aren’t happy about that but this person has done so much they’re not even sure where to begin. What could they do to fix it? So Mark said, “It often feels like the support person takes on more than they should. Normates sel- normates seldom know how to assist us and then back off.” Totally. That’s why this is a scenario. Because this is a – this is a problem that almost the majority of groups we’ve worked with in the past year have faced. And then Mark added, “I’ve had to rein in the support person many a time and keep them from taking over the meeting.” Yep. Yeah, that’s a really across the board problem. So Scott asked, “Create a list of tasks and org – create a list of tasks organized in a way anyone could do it. I think about substitute teachers. Learning still has to occur even if the regular teacher isn’t there.” Oh that’s a really cool idea. I mean, a cool way to think about it. Cool. So, what I heard is asking that support staff to create a list of what are the tasks that they do and organize it in a way that anybody could pick it up and kind of get an understanding of what they do. And hopefully how they do it, but that’s sometimes a harder part. And Scott also added, “Educate the support person about oppressive behaviors.” Drew said, “Ask the support person to train the self-advocates on some of the tasks. We’ll need to break down the tasks and support the self-advocates while they are learning the tasks.” And Mark said, “To fix this scenario explain disability philosophy to the support person. Nothing about us without us.” Yeah, so, do you even have the right support person in place? Trina says, “More training for the facilitator.” And then Daniel said, “Unlike the earlier secretary scenario, establish strict guidelines for what the support person’s responsibilities are.” And Scott said, “Good intent is not an excuse.” That’s so true. So, what I heard people say is good intentions aren’t enough. We need to either get rid of that support person or train them in our nothing about us without us philosophy. And then, before we go to the next scenario, just because we’re short on time, I want to honor Trina in what your questions are. So, Trina asked two questions. “What if you are given a task to do by the group and then the president takes over and makes a decision without consulting you? How would you handle that scenario?” So, what if somebody delegates a task to you and then someone else comes in and takes over and then they change it, what would you do? Mark said, “I wonder if that’s a real life case study.” Yeah it sounds real, huh? I think I’ve been in that scenario. Well, maybe while we wait for answers really quick what I might do is make sure the new person understands how much work that I put into this. So a lot of times when somebody new comes in, they don’t always value, you know, what people have already contributed. So I would make sure like, hey, I didn’t just agree to serve on this committee because I want the title, I did this because I really care about the issue and like I’ve already spent 50 hours working on this, you know, and then the second thing I would do is explain how their behavior has impacted me and so I would say, I put a lot of work into this I felt disrespected when you made this change without even asking me. It didn’t – again, the word honor comes to mind – it didn’t honor how much work I put into this. And yeah, I don’t feel appreciated. And then Rick said, “Before they started taking control of the situation, you can ask them to allow you to finish what you have already started but be glad if they want to add input.” And Scott said, “Talk to the individual. Find common ground. Remind them of common interests. Contracts with each other. Enlist a mediator. I prefer one-on-one but third party may be needed. Firm but not accusatory. Be assertive.” Thank you guys. Oh, and then Drew added one. “Maybe ask the person if they took over the task because they didn’t think I was doing a good job. If so, ask them to give me feedback on how I can improve. Or maybe they took over the job because they were bored. They needed more work. If so, find another job they can do.” Wow, these are all really good suggestions. Thank you guys. So let’s see. Trina said, “Thanks!” With an exclamation mark. Okay. So, I don’t think we have enough time to get to the third scenario. Are there any questions that people want to ask me or ask the group? Earlier Trina asked, “What do you do if you’ve delegated something and it isn’t followed through with?” And the suggestion I would have is don’t be afraid of conflict. Sometimes we don’t want to be direct and say like, this is, you know, what happened and I wish it had been different and this task didn’t get done and this negatively impacted us by that. But part of working together often means we to have those kind of hard conversations. So I would think that maybe direct communication is the best. And Scott added, “Conflict is an opportunity for growth. Agree with no wishy-washy.” Yeah, and Sarah asked, “Can we see the third scenario on YouTube next week?” Sure, and I’ll just put it up here real quick. So, scenario 3. The president is doing everything. She is getting tasks done successfully and the group is in the best shape it’s ever seen. However, no one else is getting the opportunity to learn skills and when the leader gets sick, the group collapses. A year later, self-advocates are ready to restart the group. What kind of changes would you recommended this time? And I think we kind of answered this scenario already, around splitting up the work and sharing the power. So I’m going to put my contact info on the screen. And if you have any questions please feel free to contact me. Lee, I included his email, he’s the one that originally put this PowerPoint together and he’s available to answer questions as well. And our next webinar is the second Tuesday, I believe, of July and you all will automatically get an invitation to that since you signed up for this one. And it’s going to be on facilitation and how to use a meeting to advance agenda. So not only facilitation one-on-one but, for example, how do you go to a legislator’s office and make an ask and then leave and follow up and all of that kind of stuff. So, thank you everybody. This is the end of today’s webinar and we’ll see you next month.