When we meet with business owners, we don’t just talk about Human Resources. We also examine how a robust HR strategy contributes to the overall success of a business. Part of that includes delegation and upskilling the team.
This often leads on to ‘What Is Success?’ Often the answer is ‘a commercial and profitable enterprise that works WITHOUT ME!’ So, to ensure the longevity and success of your business, it is vital that you work towards delegating as much as possible so that you can, one day, exit your business seamlessly. It is a proven fact that any business will sell for significantly more if it does not rely on the owner to operate it. Not only that, but it will free up your time in order that you can work on growing your business, rather than everyday operational issues. So, let me show you a few ways to get started….
In today’s busy world, one of the best ways to get more time for those top-priority projects is by delegating some of the lower-priority work to someone else. (If you’re able to eliminate it, that’s even better.) We can’t speak for everyone, but many people are reluctant to delegate some of their work. Do any of these reasons sound familiar?
· nobody can do this work as well as I can
· if I delegate this work, there’s no guarantee that it’ll get done properly
· if someone else does this better than I do, I’m in trouble
· but I haven’t got time to teach someone else how to do it
In a well-run organisation, everyone works together as a team. Different jobs are performed by different members, and there are various levels of authority and responsibility. But the team was formed for one purpose: to get the job done successfully and help everybody become a winner. Thinking of yourself as a member of the team and you’ll have a lot less trouble with the concept of delegating.
Top Tips
- ask for help, don’t demand it
- outline the purpose of any delegated work and the results you expect
- take the time to talk it through, explaining specifically what you’re looking for
- teach the correct way to do it and encourage questions
- provide all the data and resources to complete the project
- agree a realistic deadline that works for both of you
- be available for questions, and when necessary ask for periodic progress reports
However, do not assume a person will be able to complete a delegated task without any additional help or assistance from you and never give a person a task you yourself aren’t familiar with. And remember, when the project is completed, give lots of praise and credit for a job well done.
Delegating a job doesn’t mean you can forget about it. Put the person’s initials next to the item on your to-do list and enter the deadline you’ve both agreed in the calendar. If you’re delegating a part of a larger project, you need to make doubly sure that the work is completed on time; otherwise the whole project may be delayed.
The payoff
The ability to delegate effectively has a double payoff. You’ll save time, which you can spend on other important projects, and you’ll send a signal to your colleagues and superiors that you’re an effective manager of your time and an excellent team player.
Delegating is a real confidence builder, for both you and your staff. With practice you’ll gain confidence in your own ability to delegate and in your colleagues’ ability to complete the work. Your colleagues will become surer of their ability to handle the job and come to you less and less with questions – but they will come with answers. And you will both feel the satisfaction of making another important contribution to the success of the business.
We have the relevant policies and procedures available for our clients.
If you would like to discuss any of this month’s topics, please get in touch.
