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Leadership and Management: Distinction and Relevance

10 2. A bishop can delegate much of the work of the Church, but he must retain the ultimate responsibility for ensuring that the mission of the diocese is being effectively carried out. This in turn depends on the ability of the bishop (or pastor) to obtain the necessary information and understanding to provide leadership and to maintain operational control of (manage) the organization. The operational effectiveness of the enterprise is largely dependent on the performance of the people and organizations to whom various tasks have been delegated. Accordingly, assessing this performance in a systematic way and on a regular basis and taking appropriate action effectively exercise operational control—even this responsibility can largely be delegated by appointing a chief operating officer (COO), in which case the bishop’s key assessment responsibility is of the COO. In some cases (e.g., pastors, chief financial officers), the bishop (or COO) may possess the necessary skills to make this assessment. In other cases, he may require the advice and counsel of external advisors or advisory groups (e.g., pastoral or financial councils, auditors). Bishops can choose different balances between responsibilities they retain and those they delegate, and different ways to assess how well the delegated responsibilities are being carried out depending on the characteristics of their dioceses and their personal preference, experiences, and skills. Once size doesn’t fit all.

Accomplishing the pastoral and spiritual missions of the Church is completely consistent with achieving operational efficiency and maximum economic effectiveness as long as the leadership and managerial roles and responsibilities are properly defined and carried out.

3. Accomplishing the pastoral and spiritual missions of the Church is completely consistent with achieving operational efficiency and maximum economic effectiveness as long as the leadership and managerial roles and responsibilities are properly defined and carried out. The ultimate responsibility for the overall leadership and the success of the diocese lies with the bishop. On the other hand, responsibility for carrying out the great majority of the duties and functions of operating the parish or diocese can be delegated as described above. The key to successful delegation, however, is the implementation of effective systems for managing it. Bishops and pastors can be effective leaders without necessarily being good managers or devoting themselves primarily to management tasks. They do, however, need to understand the essentials of good management and appreciate its importance to carrying out their missions. They also need to assess (or have assessed) their strengths and weaknesses as managers and take appropriate steps to capitalize on their strengths and compensate for their weaknesses. This usually means designing and implementing governance structures and management systems and processes appropriate to the scope of their activities, the size of their organizations, and their own personal capabilities and preferences. Accomplishing these things requires openness and teamwork and building mutual trust, confidence, and respect with subordinates and advisors. In smaller dioceses

Leadership and Management: Distinction and Relevance  

Leadership and Management: Distinction and Relevance Keynote Address by Mr. Fred Gluck, Former Managing Director, McKinsey & Co.

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