Why Provide Support?
Everybody needs a bit of support. Different people on your Jewish society committee will all need different levels of support, but everybody needs some help. For some people there is simply too much work to do. For others the amount of work is fine but one aspect of it is very hard. Some people can easily do their jobs but don't feel motivated. Others need a bit of direction or ambition. Ultimately even the most talented committee members sometimes need support. It is the job of a chairperson, and sometimes of others too, to ensure that a committee is running properly. This can involve offering support.
What is Support?
Support doesn't mean doing somebody's job for them. It doesn't mean taking all of their responsibilities from them. Support means helping people to do their job. Support involves offering help, advice, and doing things that the person who needs support asks; in this way the person who needs support can improve as a leader. Eventually, with good support, a person can develop, overcome the difficulties they face, and give more to your Jewish group in the future.
When to Provide Support?
The first thing to do when setting up a support structure is to think in advance about who will most likely need help, and in what areas. Part of this can be done by anticipation - if somebody has taken on a job that is particularly hard (organising a huge event for example) it is worth checking to see how they are doing. People who are not necessarily very talented, or who are new to leadership might also need support. This can be anticipated, and offered in advance. The advantage of anticipating who will need support is that you can offer it to them up front, and thereby avoid embarrassing them by having to step-in when they are in the middle of a crisis.
Not every problem can be anticipated, and it isn't always possible to work out who will need support in advance. Jobs that seem easy end up being too hard for some people to do, and people who seem stunningly able can let you down. On the other hand, those who seemed unable to get things done can amaze everybody with the results they achieve, and huge tasks can be finished in a day. Knowing when to offer support involves keeping an eye on everybody, and, without making it seem as if you don't trust people, judging whether or not they are doing their job okay. The sort of problems that you should look out for include:
All of these problems are significant, and need to be sorted out by providing proper support. The quicker problems are spotted, the more easily they can be fixed. It is tempting to blame people for not doing their jobs well enough. This doesn't help anybody. Providing support is a positive and constructive way to fix things when they start to go wrong.
How To Provide Support
Different people will need support offered in different ways. This is fairly obvious - in life some people get annoyed when you offer to help them, and others are grateful. You need to think about support in a psychologically aware way: remember that people can be sensitive, and get offended if you make out that they can't cope on their own. So the first thing to do when you are going to offer help is to think about how the person will react. Then obviously, based on this, you should offer support.
The support that you offer could be of a number of different kinds. First of all offer encouragement and thanks for any hard work or effort that the person who needs support is putting in. This is emotional support. Then, and usually more importantly, you need to offer practical support. This will involve your time and energy. Don't resent it. Ask the person in need of support what you could do to help. This works really well - they feel empowered, and as if you are really on their side. If you help somebody by doing what you want to do they won't feel very helped. If you help them by doing what they feel they need help with, they will feel as if the major obstacles stopping them from doing well have been removed.
Provide help by doing things for people, by giving them training or advice, by listening to their complaints and gripes.
It is very tempting to question whether somebody deserves the support that they are requesting, or whether they are being reasonable. In a sense though, it isn't the point whether they deserve support or not. If somebody needs help, then the organisation will be best served by them receiving that help (at least in the short term).
Assertiveness and Withdrawing Support
Unfortunately there can come a time when, despite having been offered a lot of help, an individual can still continue to under perform. This is the time to start using more supervisory methods of control. Be assertive - tell them they have to do such a thing by such a time.
Ultimately, if somebody continues to under perform, if a job isn't being done properly, they ought to leave their position. If they are unable, even after being given appropriate support, to get their job done, then they should leave the job to somebody else who can do it.