Here's how you can empower junior professionals in philanthropy through delegation.

My advice to all philanthropy professionals, regardless of experience level, is to always connect to your purpose (mission) and maintain your personal integrity! Ask yourself daily, "why am I doing this work?" Anyone can learn the tools but we need to live and breathe our mission, always connecting the dots to "the why!"

I believe it is our job as seasoned professionals who care about philanthropy to coach and train the next generation of professionals. That includes giving them the opportunity to explore different paths in the field. Allow a staff member to explore solicitation, alumni relations, communications, event planning, or prospect research. Ensuring they are performing duties within their natural skillset is a great way to increase employee retention.

Effective delegation thrives at the speed of trust! Or as Stephen Covey put it: 'Trust is the glue of life. It's the most essential ingredient in effective communication. It's the foundational principle that holds all relationships.' So when working with young talents, start by fostering a conducive environment where they can feel at ease and thrive. Involve them early on in your vision, mission & objectives and empower them with clear initial responsibilities. Throughout their growth journey, offer genuine feedback to encourage ownership, initiative and necessary adjustments. As they gain confidence and expertise, you'll also see mutual trust levels increase, setting the stage for a culture of collaboration, contentment and progress.

Delegation empowers junior professionals to grow. They can apply their knowledge practically by assigning significant tasks and developing problem-solving skills. Encourage ownership and creativity, and provide constructive feedback and recognition for achievements. This fosters motivation to expand their skills and handle more complex responsibilities. Delegation becomes a powerful tool for skill enhancement and professional development in this way.

As philanthropy professionals, we often wear multiple hats—fundraising, project management, stakeholder engagement—the list goes on. But there’s a superpower we sometimes overlook - Effective delegation for skill enhancement. Delegating tasks to junior team members allows them to stretch their abilities. It’s like handing them a toolkit with new skills—negotiation, decision-making, and leadership. When we delegate, we empower others. Junior professionals gain confidence and learn by doing. As leaders, our time is precious. By delegating routine tasks, we free ourselves to focus on strategic thinking, innovation, and driving real impact. Remember, delegation isn’t about passing the buck—it’s about lifting others up.

Delegating outreach to cold prospects could not only be a great way to free up time, it also supports junior colleagues with exposure to donor engagement. In addition, this unlocks potential for shadowing once a meeting is secured, as familiarity between the prospect and junior colleague has been previously established.

To support the development of the skill level of team members provide a mix of constructive, helpful feedback and coaching support where needed. For example, with tasks that are well within the capability of your team member provide feedback. Considering using the framework of AID (Actions, Impact, Desired Outcomes). And acknowledge their achievements.

Young professionals need the opportunity to develop their skills by being empowered to trust their instincts. If they are trusted and given responsibility to make their own decisions while working in a supportive environment they will learn and develop in the job.

Consider having junior professionals join volunteer groups or advisory boards that would encourage their growth in the field. In my case, I was encouraged to join the national group Emerging Practitioners in Philanthropy. Being a part of a network of young professionals in the field not only gave me a community of peer support but also put me in a position to seek out others still finding their way in the field and build out a mentorship program for them as well. For a field that is still working to diversify itself within the ranks, having purposefully inclusive spaces for new--and younger--staff is critical for the long-term sustainability and evolution of the sector.

Enhancing skills in young professionals involves assigning them meaningful tasks to apply their knowledge practically. Encourage them to take ownership, find creative solutions, and provide regular constructive feedback. Recognizing their achievements motivates them, fostering confidence and skill development for more complex responsibilities.

In the vibrant world of philanthropy, two essential practices intertwine seamlessly: delegation and mentorship. Delegation Mentorship = Impact In philanthropy: Delegate: Empower juniors, save time. Mentor: Guide, nurture, and amplify growth. Together, they create resilient teams and lasting impact.

Effective delegation, accountability, coaching and mentorship are the pillars of leadership in philanthropy. As we delegate tasks, it's crucial to embrace the role of a mentor and coach, drawing from our own experiences to offer guidance and insights. Fostering a supportive environment where junior professionals feel encouraged to ask questions and openly discuss their progress is paramount. This mentorship and coaching dynamic aids them in navigating the complexities of philanthropy. It's through this collaboration that we not only empower them but also cultivate a culture of continuous learning and growth.

My experience working with junior professionals is that sharing responsibility with the is not simply about making a point of giving them tasks and opportunities to encourage them if you want actual outcomes of value for the philanthropy, the team, the programs, the stakeholders, and the junior professional. It is about genuinely involving them in decision-making and encouraging their fresh perspectives for key insights. This approach does help them develop their skills, but it also enhances organizational effectiveness because it is cultivating a sincere inclusive workplace with multiple perspectives. End result: Beneficial for their growth and vital for our collective success in the philanthropic field.

We must prioritize building up junior professionals by giving them a stake in our organizations. Quality leaders should incentivize management to help create the next generation of leaders by creating scenarios where young professionals can gain experience through both the tasks they are given and the performance evaluations they receive.

Establishing a feedback loop is crucial when delegating. It serves as a conduit through which junior professionals receive timely and pertinent feedback, nurturing their growth and development. This ongoing dialogue not only empowers them to refine their skills but also equips them to navigate the ever-evolving landscape of philanthropy. By fostering an environment of open communication and continual learning, we set the stage for their success.

When assigning more complex, challenging tasks begin with an open dialogue. When support is needed adopt a coaching style which supports your team member to learn and grow and to take responsibility however providing support and helpful guidance when asked for.

Reflect on how you felt starting out in philanthropy - how did you learn? How did you get opportunities? What worked, what didn't? Remember who championed you and consider how you can pay it forward and bring the same to the table for the next generation of talent.