Avert the choir singing flat.

One minute in 250 words (VI)

Singing in a choir is one of the most enrapturing emotions one can experience. Managing a choir is another business.

Choir directors' selection depends on their artistic capacities, yet managerial skills are just as necessary.

The choir's significance depends on the number of expert singers it comprises. But how does the Maestro rapidly achieve this result?

The delegation process enables him to invert a pyramidal quality structure, with many experienced and few experts, into a V-shaped quality structure with many experts and fewer less-qualified elements.

The delegation process requires differentiating elements and tiers to be effective. Each component, Soprano, Mezzo-soprano, Tenors, and Basso, has five qualification levels: beginners, experienced, talented, very talented, and proficients.

Upgrading from a lower level to the upper stage falls on each section's superior position. Experiences will teach beginners, talented will train experienced, and so on.

The delegation process is a multiplier technique in which one trains three and three train nine. In the capacity-building process, the multiplying factor must always be at most five because you can only manage five resources efficiently.

The delegation process's advantages consist of consolidating the trainers' capacities. Teaching is the best way to amplify one's notions. It also reinforces affinity, respect, and team spirit between group members.

What works for a choir works for a company, too. The management fundamentals remain the same, whatever the organization you must delegate to thrive.

The Manager's advantage is efficiency, and the Choir Director's delight is astounding emphasis.