Categories
Management Productivity Time management

Delegation isn’t easy.

Several times over the last month or so, I’ve suggested refocusing on important work. I’ve suggested paying attention to long-procrastinated tasks. There’s high value in moving on to bigger things and relieving your mind of the self-persecution of procrastination. All of this tends to demand that you do four things: Prioritize. Delegate. Outsource. Focus. We’ve focused on prioritize and focus in recent weeks. Today, let’s talk about delegation.

“I can do it faster than I can delegate it”

The pervasive thought, *particularly for a founder/owner*, is that you can complete a task faster than you can describe it well enough for someone else to do it. That might be true the first time. It’s probably true the first few times. After that, you’ll know one of three things: Your instructions are ready, or they aren’t. You chose the right person. You chose the wrong person. Those are easy to fix.

Delegated tasks are usually needed more than once. They tend to happen repeatedly. The first few times, you’ll want to check their work. Who wouldn’t? They’ll want you to do so as well. You’ll probably need to refine the checklist / instructions you created. Soon, they (the person you delegated to) will be refining it. After the first few times, you’ll want to take a quick glance to make sure things are done right. But the 11th, 20th and 42nd time? You’re out of the loop. Intentionally.

That first few times, you aren’t going to gain any time through delegation. Just as you expected. Even if things go very well, you have to circle back. After those first few times, you’ll gain time every time this work needs to be done. Not only are you no longer having to prioritize and find the time to do the work, in many cases you won’t even have to think about it. Unless your company is very small and has no other managers, let someone else follow up and monitor quality / completion time, etc.

If you don’t have anyone else to do that oversight, give the person you delegated to a process to confirm the work’s completion to you without interrupting you. While you can use whatever job / process / project management system you use for this, don’t over complicate it. This can be as simple as an inbox, an email or a text. Prefer old school? Put an old Amazon box on a table outside your office so they can drop things into it without interrupting you. Hang a clipboard on a nail and let them check off the things you’ve delegated to them.

The keys to delegation

The stickiest thing about the delegation process is how you document the work. Yes, the very thing you don’t want to take time to do. That’s the thing you must do well. Several things are obviously critical. The complexity of the task could require covering things you normally take for granted. Things “built in” to you. This may make it even more tempting to avoid delegating the task, but don’t give in. If it can be delegated, do it.

There are several questions to consider. What raw materials and tools are required? Where are they? Are instructions required? Other team members? Are interim approvals or reviews necessary? When should the work be started? When must the work be done? What milestones exist between the start of work and completion? Do we need lead time before delivery for oversight, review, rework? If so, how much? Does the job require outside resources? (contractors, services, materials not already in-house)

Completion and delivery: What specifically indicates that the work is complete? What specifically defines completed delivery? Paperwork in a specific folder? Files in a specific Dropbox folder? A pallet in a certain rack? A delivery to a customer? Is a customer sign off required?

These things are always on an owner’s mind, but might not be on the delegated person’s mind until you share them. Even though the person doing the work isn’t an owner, they’re still important. They include: Why is this work being done? How does it tie into the big picture? What are the stakes of failure? Is a customer depending on this work? Is this work critical to keeping a customer?

The first few times, this process won’t be enjoyable. As you refine your delegation process – you’ll end up with a form, or an email template, or something to make it easier. Give it time to work – because you need it to work.

Categories
Employees Leadership Management

Delegate being right

When you run solo business, you work in a bit of an echo chamber. Every decision is yours. You get used to being right, because the market is the only thing to tell you otherwise. Even wrong might not be all that wrong. Maybe you weren’t as right as you could have been – and perhaps market condition changes created that scenario. When you’re on your own, you’re the best at everything in your company because there isn’t anyone else.

Decisions change after hiring

As soon as you hire someone, that changes.

Presumably your first hire is better than you or smarter than you at *something*, otherwise – why did you hire them? Most founders / owners are generalists, but are very, very good at a few things. Hiring someone worse than you for any role outside of your sweet spot is crazy.

The arrival of a new team member starts the process of discovery. As you learn their true abilities, you can begin to leverage their ideas, opinions, perspectives, and experience. You may delegate some decisions to them, while continuing to make the majority of them. At that point, discussions about decisions tend to take one of two directions:

  • I’ll make the decision and tell you what I’ve decided.
  • Tell me what you’re thinking, how you’d make this decision, and why. I will still make the decision, but I want to hear any insight your background, training and experience tell you. To me, hearing how you arrived at the decision is as important as the decision itself.

I suggest the second angle. For the decisions you begin to delegate, you can see from the second angle the importance of explaining how you’d make them and why. Their thought process may not be identical to yours, but they need to understand your decision making process and what factors you see as important. 

Delegate with intent

Delegating isn’t solely about making decisions. There are many ways to design something, setup a trade show booth, make a sales presentation, etc.  Once you hire someone better than you at a particular task, you should expect that some of your past work will eventually appear less than ideal. 

It’s difficult to delegate the work that you’ve always done. Your staff will do things differently than you, and probably better than you. Does this make you wrong? No. Should it put you on the defensive or embarrass you? Don’t let it. Celebrate it. They’re doing exactly what you hired them to do – relieve you of the work and the cognitive load related to that task. 

You may not realize that you become defensive when “wrong” or when your past work no longer passes muster. Be aware of your reactions to these events. If your team sees you become defensive when proven wrong or when your work is improved upon, people will avoid making those situations happen again. It isn’t worth it to them. They’re likely to agree with everything, or worse, add nothing. They’ll say things like “Nope, I don’t have anything to add”, “I’m good.”, or “That’s fine.

Losing decision / process trust

The pain you create when you’re proven wrong changes people’s input. When being right or better seems more important than good results, you lose their trust. You hired them because they’re skilled, yet you’re uncomfortable when they inevitably show it. 

They’ll change their interaction as they learn when & where you have to be right. They may downplay their opinions & work reveals, despite being better than you at certain work. They may suppress experience / data used to make a point during meetings. This won’t happen because they don’t like their work or want the best for the company, but simply to avoid stirring you up.

Over time, they’ll avoid expressing anything in public that’s counter to your position – even when you need it. They’ll censor themselves in private discussions with you. Eventually, they’ll have no input at all, and because this happens gradually, you may not notice the change. If it gets that far, you’ve probably lost them – particularly when it involves previously motivated, engaged staffer. 

It’s tough adding new people to the mix. Give them some rope. Let them prove they can handle the work you hired them for. The freedom they provide by taking work off your plate provides valuable time you can leverage on the work you’re best at.