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The Green SheetGreen Sheet

The Green Sheet Online Edition

March 14, 2022 • Issue 22:03:01


Delegate like a pro

There comes a time in every growing company's journey when it's appropriate for key executives to delegate certain responsibilities they've carried entirely on their shoulders. Individuals with prior management experience likely will be eager to delegate when the time is right. Others, such as an agent running a one-person office, might be more hesitant. Whatever your situation, if you're enjoying healthy growth, consider letting go of some responsibilities so you can maximize your upward trend.

The first step is to accept that delegation is not just OK; it's imperative—even if you started your company solo from scratch and feel your tight control is integral to your success.

Start small

If you're not yet convinced delegation is for you, here are some reasons to do it. It will keep you from becoming overwhelmed, as well as make it far more likely you'll achieve your strategic objectives on time and within budget. It will enable your staff to learn new things, which can increase employee satisfaction. It will also push your staff to think for themselves, which enhances creativity and productivity.

If you're still not convinced, start small. Review all the tasks you handle for your enterprise and what skills and knowledge are required to complete them. Some will be things only you can do; others will be ripe for delegation. Select just one task that could be done by someone else. Pick one that will increase efficiency and free up most of your time so you can focus on what only you can do.

Next, evaluate your team's strengths (or your applicants' strengths if you're recruiting someone) and seek a person whose skills and knowledge are the best fit for the task. For example, if you want appointments set up for you, pick a person who is superior at interacting with people by phone, online and in-person. Don't choose the brilliant technical wizard who troubleshoots flawlessly behind the scenes but is impatient when it comes to interacting with the public.

Communicate clearly

Now, clarify with the person what you expect the outcome to be. Using the appointment setting example, state the number of appointments you want to have set by a specific date. Also, let the person know why this task matters. For instance, in addition to contributing to the company's growth, the team member will learn new skills and be better prepared for promotion opportunities that may arise.

Give clear instructions. If you use a CRM system, make sure the person taking on the job knows how to use it and fills in all the required fields. Instructions will vary greatly, depending on the nature of the activity and the skills of the person involved. Some people will need step by step guidance; others will need to know only the end result desired and due date.

Be available to your new colleague for questions that arise, and monitor progress. Some adjustments may be needed, as this will be a training period for both of you. If you've picked the right person, set forth clear expectations and encouraged open communication, it's likely this will be a positive experience you'll want to repeat. end of article

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