| Excuses, excuses, I have heard them all. | | | | consequences for results not being accomplished. |
| "It is faster if I just do it myself." | | | | #4 The Right Person |
| "No one does it better than me." | | | | Determine what skill sets your position requires. Ask |
| "I don't know what to delegate." | | | | yourself, what do I really want someone to do? |
| "I can't afford to hire anyone." | | | | Search for a person that has those skills. |
| Sound familiar? The key to controlling delegation is to | | | | If you need someone to spend tons of time logging |
| establish what tasks are, how they should be | | | | information, don't hire someone who can't sit still and |
| completed and what the final outcome looks like | | | | chats on the phone all day. |
| BEFORE you assign them to someone. | | | | Your Actions: |
| No more excuses. Here are 6 steps you can take to | | | | Look at the tasks being performed. Decide what skill |
| develop your what, how and final outcome. | | | | sets are needed. When interviewing, ask open-ended |
| #1 What to Give Away and what to Keep | | | | questions. |
| Think about what you directly contribute to the | | | | #5 Checking In |
| business. Keep those tasks. Anything outside your | | | | While watching late night TV, I landed on an |
| expertise or easily performed by others . . . give | | | | infomercial. The product tag line was, "set it and |
| away. | | | | forget it". The same rule does NOT apply to |
| Your Actions: | | | | delegation. People are human. They make mistakes |
| Make a list of everything you do on a weekly or | | | | and they may even (gasp) drop the ball. |
| monthly basis. Determine what is essential to keep | | | | Set specific times to check in. Set a regular |
| and what can be given away. | | | | appointment time, such as Tuesday at 2pm, or at a |
| #2 Create a Plan | | | | specific spot in the process. For example, "after you |
| To be effective, you have to share exactly what | | | | have called all 50 prospects, come see me." |
| you want done. Maybe, "no one does it better than | | | | Checking in allows you to stay in the loop, fix |
| you" because no one truly understands what you | | | | problems, educated the people working with you and |
| want. | | | | be informed. |
| Your Actions: | | | | Your Actions: |
| Create the specific, detailed steps needed to create | | | | Set specific times to check in. Actually check in when |
| your desired result. Give those steps along with any | | | | you say you will. |
| files, forms and checklists to the person helping you. | | | | #6 Delegate to Technology |
| #3 Results and Accountability | | | | Money is tight and you desperately need help, but |
| Start at the end. Picture what you should be holding | | | | there is no budget. What do you do? |
| when you get those final deliverables. Communicate | | | | I am constantly amazed at what technology can do. |
| those expectations. All expectations HAVE to be | | | | I'm not talking about, no one can figure out how this |
| reasonable, clear and measurable. For example, | | | | works stuff. I'm talking about everyday, just push a |
| "complete a minimum of 30 sales calls per week" as | | | | button, anyone can do this stuff. Finding what works |
| opposed to "complete sales calls". | | | | for you could save you hours of time and money. |
| Accountability is not a bad word. If you are not | | | | Your Actions: |
| getting results, you and your business suffer. | | | | Learn some of the more intermediate or advanced |
| Your Actions: | | | | features of software you already own. Incorporate it |
| Create specific goals, quotas or outcomes. | | | | into your day-to-day workflow. |
| Communicate those expectations. Have | | | | |