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