Here's how you can balance task delegation and hands-on work in CSR effectively.

To balance task delegation and hands-on work in CSR effectively, especially with limited opportunities to delegate, prioritize high-impact, time-sensitive tasks that align with key business objectives. Delegate routine tasks where possible, but focus your efforts on critical projects that require your expertise. Simplify processes and streamline or postpone less urgent tasks to manage your workload. Stay involved in strategic initiatives, ensuring that you’re making progress on essential goals while empowering your team to take ownership of their responsibilities.

In my opinion, mapping all the needs in implementing CSR in the community must be identified from start to finish, or from upstream to downstream or vice versa. From here we can map the resources needed, both materials, facilities, and the role of resources. In terms of resource needs, this cannot be arbitrary, every activity will be related to goals and targets, so placing competencies with these needs is wiser. Because this will be closely related to the decisions taken or given. By placing according to competency, and the resources owned, it not only fosters ownership and responsibility, but also appreciation and trust.

In CSR, it is essential in the assessment of expertise and how it aligns with roles and responsibilities. When gaps are identified, a support system is instituted for effective and timely functionality. This approach would require a team spirit with clear understanding and commitment to the support system, void of conflict.

Goal setting is that guiding component that creates a sense of purpose. The methodology will be defined by the goal sets. Every player must have a clear understanding of the goal, and roles must be defined and delegated in a CSR.

Advanced and competitive resources are resources that must always be updated, and given increased capacity along with technological advances, the direction of development in the context of the country and society. When capacity building space is given, it must be followed by a trial space as an enrichment to replicate the knowledge received from training activities or others before actually facing the community or stakeholders. Capacity enrichment both in terms of time, elaborating with other teams is important as a sharing process, strengthening one another and gaining new enthusiasm and strength in developing new strategies. This will be able to encourage them to take on independent and directed roles.

Effectively balancing task delegation and hands-on work in CSR requires consistent monitoring to ensure alignment with goals. Regular check-ins with the team, clear communication of expectations, and setting measurable milestones are crucial. This allows you to track progress while empowering the team to take ownership of their tasks. At the same time, staying involved in key aspects helps maintain oversight and provide guidance when needed. By combining delegation with hands-on leadership, you create a dynamic where tasks are managed efficiently, and any issues can be addressed promptly to keep the project on track.

An evaluation approach as a space to reflect on what each team has done is necessary. But the strategy must be right, so that the process and the final result place them all in appreciation and not to measure one person succeeding and one failing. Give each person space to assess themselves, but we as leaders guide the process and use fun but sporty methods. By themselves they will assess the satisfaction of what has been done, and find efforts to improve various things, both approaches, strategies, skills and others. We only give the message that CSR has a mandate for stakeholders and for responsible businesses (mutual symbiosis).

Involve the recipients, presenting to them that they had ownership and responsibility on the project as beneficiaries. You'll be surprise on the inputs and help they could offer.