Last week, we discussed the reasons why you should consider delegating or outsourcing. This week we are addressing how to identify what to delegate.
As a virtual assisting company, we often get asked questions about identifying what to outsource or delegate. These questions have become so typical that we have a ‘checklist’ we address with new clients and prospects. This article will take you through that process, assisting you with identifying areas that could be improved by getting help.
Because delegation means you will be trusting someone else to get a job or task done correctly, and you will often spend time training them; it’s important to choose the right tasks to delegate, and proceed with the right frame of mind.
Here are some steps in preparing to delegate:
- Be ready to give up some control – understand that you will have to relinquish the tasks at hand; after all, that’s the whole point of delegating.
- Be organized – you need to have a realistic understanding of the tasks prior to expecting someone else to do them.
- Understand your needs – you need to have an accurate idea of your own expectations in order to find the right people and tools for the job.
- Get over the fact that it will cost you money (up front) – yes, delegating will cost you some money and/or time in the beginning; however, you need to keep in mind that you will be twice as productive as a result.
- Be prepared to use your new found time wisely – once you are free from the tasks and training, you must have a plan for your new found time or else the investment will be a waste.
How do you decide what to delegate? This is a process of assessing the tasks and projects themselves to determine exactly where and when your involvement is needed. It may be less than you think.
We suggest you start by looking in a few common areas:
- To-Do List – look through your daily, weekly, monthly, quarterly to-do lists and see if absolutely everything needs your personal touch, or could you possibly train another very capable individual to take on some of the responsibility.
- Goals – look at the goals you set back on January 1st. How are you doing meeting those? Are there any that could be expedited with the help of another person?
- Processes – take a look at your regular processes; client intake, scheduling, inventory, training, etc… Do you have areas that could be managed by someone else?
- Pipeline – look at your pipeline; are there any bottlenecks that could be smoothed out if an additional person were added to the mix?
Additional considerations that help identify opportunities for delegating include:
- Repetitive tasks – if it’s repetitive, then chances are you can train someone else to do it
- Your weaknesses – don’t waste your time on things that aren’t your strengths
- Things you hate to do – if you hate doing them, they probably aren’t getting done or done well, so consider delegating
- Areas where you’re not an expert – don’t waste your time learning new roles or skills unless it’s essential to development
- Tasks that monopolize your time – time consuming tasks need to be looked at carefully for delegating opportunities, even if it’s only partial delegation
- Tasks that remove you from the role of CEO/manager – the role of a leader is to be a visionary and focus on growth, that’s hard to do if you’re always in the trenches.
After identifying the delegation opportunities, it’s time to take action!
- Using an existing employee
- Hiring a new employee
- Purchasing automation software
- Using an independent contractor
Learn to choose the delegation tactic that works for you by attending our upcoming e-training.
We will discuss how to choose the option that’s right for you, how to delegate effectively, and how to handle problems and setbacks should they arise. Plus, we will answer your questions about delegating and outsourcing.
In the meantime, we’d love to hear your comments and experiences with delegating.