From the Ask Tom mailbag:

Question:
I was recently hired as a supervisor in a volunteer outreach center. There are many funding sources (board members) for the center, with one paid Executive Director.

When I was hired I thought I would be accountable to the Executive Director, but once I started, I learned that no one person controls any of the activities of the center. Most volunteers are “hired” by board members, and I am to supervise and give direction. However, there are no clear lines of authority, accountability or communication. Even though these people know I am their supervisor, they run to the person who “hired” them for their direction. While the board members mean well, they are not on the day to day scene. No one recognizes me as their supervisor and I don’t know how to create a team atmosphere when each volunteer runs to their board member for direction.

I have taken this to the director and he says these people are large contributors to the company and we can’t afford to offend them. I am not wanting to offend. I want to work as a team.

Response:
You are looking at your organization, as if it was a business. Elliott Jaques describes this business structure as a Management Accountability Hierarchy. The purpose of an MAH is to achieve goals. This involves conscious work, cooperation and accountability.

At the same time, there are many other types of organizations:
Academic organizations
Religious organizations
Charitable organzations

They are organized around different principles of authority and accountability for their own purposes.

Here’s the rub. Whenever an organization decides to actually “do” something, engage in work to achieve a goal, they often find they are not organized to do so. They flounder with indecision, unclear accountabilities and an absence of managerial leadership practices. The result is half-baked ideas, poor execution, waste of resources, money and time.

The most effective volunteer or charitable groups are those that run like a business, meaning with the structure of a Management Accountability Hierarchy. Changing to that structure requires a clear vision and mandate from the top, from your Executive Director. Without that, you will be subjected to the predictable floundering that you describe. -TF

“I am a little overwhelmed,” Colleen admitted. “I just got out of a planning meeting. We’re looking down the road a bit. I think I got a promotion, not a raise, just a new area that I have to supervise in addition to all the work I am already doing. Downsizing, you know.”

“Lot’s to do?” I asked.

“Yes, and I know I have a team to support me, now a bigger team. Some of the things we have to accomplish are brand new to me. I am trying to sort things out.”

“So, you have a fresh set of goals and priorities? How are you going to organize what to do?”

“I don’t know, but I have to decide fast. I’m not sure what things I have to work on and what things I can give away to my new team. I guess I am going to have to make some quick evaluations.”

“What are you going to start with, organizing the tasks or evaluating the people?” I prompted.

“I am thinking about a spreadsheet,” Colleen replied, “a spreadsheet listing my team members across the top and listing the tasks down the side.”

“And how are you going to sort the tasks?”