4 Steps to start Delegating Like a Badass


This is part 2 of a 6 part series: 

Master these 6 things to take your business to the next level.  READ Part 1 on Simplifying here. 

You will get to a point in your business (if you're not already there) where you physically can't do more work.  More customers want what you’ve got, and you don’t have the bandwidth to deliver! That means you can’t take their money!!! WTF! Emergency!!

Sweetie, sit down.  It’s time for us to have “the talk.”  

You need to stop doing everything yourself and start building a team that can help you take your business to the next level.  I know you’re nervous but we can do this together.  It will only hurt for a minute and you’ll feel so much better after.  There, there.  It's ok. You can do this.  

I talk with people all the time that are have trouble making the leap and bringing on their first person to help.  There are numerous reasons (or excuses) why delegating doesn’t work for you: you’re a perfectionist, you need to be in control, you have trust issues, and so many more.  

You’ll need to talk more to your therapist or life coach to really hash out those items.  You’re not alone, we’ve all got some sort of issue that makes this hard.    

BUT, Even with all that baggage, you can still improve your delegating skills and set yourself up for success to bring people onto your team and take your business to the next level.

If you are not intentional in bringing people into your team and delegating you often set them up to fail.  When they don’t do what you want them to, you fall back into the familiar cycle of "if I want it done right, I should do it myself."

But that is the WORST statement you can make if you want to grow your business.  I want to make sure you take the leap and fly rather than flop.  I know it will be hard, there will be bumps in the road, but it will be worth it in the end.

First step: Lets figure out what tasks to have someone else do.

#1 The Delegating Matrix

delegating matrix.png

Write the tasks you do in the different quadrants.  If this is tough for you to even think of what the hell you do all day, start keeping an activity log. Throughout the day write down what  you spend your time doing in increments of 30 minutes.  

Good. Now you have an idea of where you're spending your time. 

Start delegating from the “Don’t Like / Not Good At” Quadrant.  That is the first stuff you off load. Then move to the "Good At / Don’t Like", and then the "Like / Not Good At."  

The first goal is to off load all the tasks in the“Don’t Like / Not Good At” quadrant.  There is HUGE payoff for your sanity in addition to your time to take these responsibilities off your plate. When you stop doing things you don't like, your morale will instantly improve.   So stop waiting for the perfect time and start delegating these tasks ASAP!

The end goal is to move you to spending over 80% of your time in the “Good At / Like” quadrant. That is where you will be most fulfilled and give the most value to your business.

#2 What is the objective

As you delegate different task you need to decide what do you want the person that you’re hiring to accomplish.  Below I’ll talk about identifying the key responsibilities.  But here I am talking about what do you want them to work towards, to accomplish?

Grow revenue?

Control costs?

Get payroll out on time and reconcile accounts in a timely manner?

Increase engagement on social media?

Grow your email list?

Drive online sales?

What is the goal you hope is accomplished by bringing them on?
What can they do that you can’t or don’t have the time to do?

Identifying this and being super clear with the desired outcome will help set you both up for success.

#3 What are the key responsibilities

Write a list of the 5 key responsibilities for the position you are hiring for.  I know you think there are 20 key things but just stop. Limit it to 5.  If you’re expecting them to do 20, in detail, amazingly well, you’re kidding yourself.

The 80/20 rule would apply here (as it does in so many areas of your business).  Essentially 80% of their time will be focused on these 5 key items they are responsible for.  The hundred other items will happen only 20% of their time.  So let's focus on what they do 80% of the time.

#4 Set some metrics

I LOVE using metrics for accountability.  Essentially when you use metrics with others on your team you have to get really clear at what the expectations are.  You are required to figure out the key things they will be held responsible for.

Look at the 5 key responsibilities as well as the objective and see what you can measure.  Focus on a few items, no more that 2-3 measurables.  Make sure that they are in control of the outcome of the numbers you are going to hold them accountable for.  Do they have authority to make decision that can move the needle?  

I remember the first manager I hired at the coffee shop. I expected her to do everything.  Job: manage coffee shop.  Just. like. ME.  But I'm going to double check and look over your shoulder to make sure it is going well. Yeah. That didn’t work out so well.  

A few managers later I hired someone who I had very clear expectations for.  She did well in these areas  She was amazing growing sales of coffee beans in the cafe and reducing labor costs - the exact areas she was responsible for.  We met every week and looked at those metrics in a team meeting.

When you clearly communicate what the key responsibilities are and what metrics they are responsible for, you are setting a person up to clearly understand what they need to do to be successful in their position.  

Combine clear expectations, great communication with good training and you’ll be a delegating badass in no time.