Delegation… handing off things to your team to allow you to do what ONLY you need to be doing in your business. It’s powerful and necessary, but how do you take a task from delegation to done the right way? Well, let’s talk about that today.
Thomas Joyner with Business on Purpose here.
So last week I sat in on an interview and we were discussing how the candidate had implemented change in places he has worked before. And he introduced to us his process for delegating and training tasks. I just started smiling as he basically explained to us what we ask our business owners to do when they let go of certain tasks and hand it off to the rest of the team.
He explained it in simple terms in a 4 step process that I’ll walk you through today.
First, there’s a directive. A verbal communication of what is being asked to do. If you want someone to take over-invoicing all new clients and getting their payment set up, they have to be told it’s their responsibility now.
It never fails, we hear business owners complain all the time that things aren’t getting done. When we drill down a bit, they have taught them how to do the task, they have even let them do it from time to time, but they have never communicated that this is now on their job role and 100% (or however much you desire) of the responsibility and execution of the task is handed over. There has to be a directive that tells them what the expectation now is.
From there, comes coaching. A fully built-out process that explains step by step how to you would like it done. Leaving absolutely nothing out. Don’t say, oh well they should know how to do that part… I promise you, it is worth your time to write every step out with pictures or a video teaching them how to do it.
Doing it alongside them and coaching them to do it EXACTLY the way you want it done. Equipping them and encouraging them as you reinforce your directive.
Third, comes support and accountability. What happens if they have questions? Here are resources for them. Here’s when you will check back on them. Asking them at team meetings if it’s done and how it’s going. Asking if there is anything missing from the process and supporting them as they take it over. Even understanding how long they will need before it is time for them to take it all over.
That’s the support they need and that will ensure they are ready for the last step.
Simply Do it. Take it over. It’s their responsibility that has been communicated, coached on, supported, and then ultimately owned by them.
Now, let’s pause for a second. Typically, we jump from step one to four. Directive/Delegation and then you take it and own it. But what does that lead to? Frustration decreased performance and you thinking your employee is less capable than they actually are.
If you skip the coaching step, there is accountability and support, but no clear tangible process for them to use. If you skip the accountability and support, there is not feedback loop to understand if they actually understand the task at hand.
All four steps seamlessly go together. They must all be completed. And I can hear it now, Thomas this is going to take forever. And my answer? It’s worth it, if it helps you get something off your plate and done effectively day after day after day. Because you’re not delegating something so that you can own it again in 30 days. No, you want this off your plate to free you up for something else. Business development or a new role that only you can filL!
So make sure it’s done the right way. Don’t skip steps.
Direct and communicate, coach them up, offer support and accountability, then free them up to do it and own it.
That’s it. That’s how you delegate. That’s how you liberate yourself and your business from chaos.
That’s what it’s all about!
