Delegate and Flourish

I had lunch with a friend and fellow leader recently. During our conversation, we landed on the topic of delegation. We both agreed that delegation is essential for growing organizations. Most leaders know they should delegate some core responsibilities to others, yet many struggle to delegate, even when overwhelmed. For many, delegating aims to accomplish tasks, spread the workload, and improve the organization. Few consider the flourishing of others when employing delegation as a leadership tool. However, delegating for the flourishing of others can create an environment in which leaders focus on their strengths, develop new leaders, and activate the multiplying effect of synergy. 

My friend recounted a story about a high-capacity individual needing to ensure key action items would not be overlooked or ignored during an upcoming trip. The story recounts the most common type of delegation: short-term or task delegation. Short-term delegation focuses primarily on task completion and is less costly than delegating for the flourishing of others. We risk losing social or organizational capital whenever we delegate one aspect of our work to someone else. Short-term delegation is less risky because we (the delegator) always maintain ownership of the task.

The GFS (Global Flourishing Study) provides a clearer understanding of the core components leading to the flourishing of others. The GFS identifies that the flourishing of others correlates to one's character, relationships, and meaning. The concept of character speaks to our identity. Our identity answers our questions about who we are, how we should live, why we have value, and why we should value others. Relationships are all about belonging. Relationships allow us to know where we fit, embrace differences, know where we are safe, and encourage others and receive encouragement from others. The concept of meaning connects to our purpose and mission. While character informs our value, meaning is the value we create with others and give to the world. The flourishing of others is multifaceted, and as leaders, we must embrace each dimension.

Delegating for the flourishing of others requires leaders to hold the benefit of others and the benefit of the organization in tension. Not in balance, but in tension. Delegating for the flourishing of others requires us to define our mission, values, and vision so that the organization and the people within will flourish. Both must win. Flourishing requires that people know they are safe, encouraged, and connected through their vocational work. Flourishing also means that people understand the meaning their work brings to the organization, as well as to the community and themselves.

Delegating for the flourishing of others means that we move beyond task-based delegation. We must risk our organizational and social capital, moving beyond delegating responsibility and authority to delegating ownership. When we delegate ownership, we speak to another’s identity and character, establishing a new picture and potential of who they are and can become. Delegating ownership allows someone else to succeed or fail, solve problems with solutions we wouldn't employ, receive accolades, learn from errors, and flourish.

Delegating for the flourishing of others isn't a one-time task. Adding to organizational and social capital risk, we risk time and investment. We risk time and investment as we help others connect with an encouraging community. Encouraging community helps one another maintain values-based interactions, focus on mission, and strive toward vision. Encouraging community comprises mentors, coaches, outside resources, and organizational team members. When we delegate for the flourishing of others, we risk our time and investment, anticipating synergistic returns that outrun anything we may have accomplished by ourselves.

Delegating for the flourishing of others is to risk oneself. In Western culture, the meaning we create and offer to the world often defines one's self-worth or meaning. In other words, one is only valuable if they provide value to others. We know this is not true. Gallup's Strength-based psychology reveals that everyone is unique and uniquely valuable. Still, at work, we struggle to give away what makes us look valuable to others. Humans do not flourish in isolation. Humans flourish when we uplift one another.

There are many stories of competing runners who give up their race, their win, and their chance for fame to help another injured runner finish the race. In each instance, someone wins the race and receives the prize, only to realize that winning isn't everything. Completing the task, earning more profit, and growing a larger business or church aren't everything. What is everything? Helping others flourish. Delegating for the flourishing of others might force us to slow down, limit our organization’s growth, risk our social and organizational capital, or even cause us to wrestle with our demons of insecurity. Delegating for the flourishing of others helps us lose our tunnel vision, see those around us in the race, and ensure that we all finish together. Delegate and flourish.

Resources Referenced

Berg, M., & Sadler, R. (2021). Vocation: The Setting for human flourishing. 1517 Publishing.

Clifton, D., Winseman, A. L., & Liesveld, C. (2004). Living your strengths. Simon and Schuster.

Powell, K., & Griffin, B. M. (2021). 3 big questions that change every teenager: Making the most of your conversations and connections. Baker Books.

Putnam, R. D. (2020). Bowling alone: Revised and updated: The collapse and revival of American community. Simon and Schuster.

Strecker, J. A. (2023). Church Effectiveness: Organizational Culture, Religiosity, Sense of Community, and Civic Engagement [ProQuest Dissertations & Theses]. https://www.proquest.com/docview/3171540225/FC51726E9A3D46E3PQ/1?sourcetype=Dissertations%20&%20Theses

VanderWeele, T. (2025, May). Insights from the Global Flourishing Study [Reviewed Article]. Psychology Today. https://www.psychologytoday.com/us/blog/human-flourishing/202504/insights-from-the-global-flourishing-study