Outsource Every Writing Project That Is Not Absolutely Essential for You to Do

Coleridge was a drug addict. Poe was an alcoholic. Marlowe was killed by a man whom he was treacherously trying to stab. Pope took money to keep a woman’s name out of a satire, then wrote a piece so that she could still be recognized anyhow. Chatterton killed himself. Byron was accused of incest. Do you still want to be a writer–and if so, why?

– Bennett Cerf

Just because a writing project is your business’s responsibility, that doesn’t mean you personally need to do it. You just need to make sure it gets done. Whenever possible (cash flow and other considerations notwithstanding), delegate. Here are some tips on how to effectively delegate:

STEP ONE: Choose ongoing writing projects.

Choose the recurring projects that feel like constant albatrosses around your neck. For example: writing your monthly newsletter.

STEP TWO: Map out how you currently work.

The key to outsourcing successfully is to systematize. Go step by step. How do you typically construct that newsletter, for instance? What language do you use? What decisions do you make along the way? This work might seem trivial or overly granular. But trust me, it’s not.

Whether you use software or sketch things out by hand, clarify:

• The PURPOSE of the project. What wonderful thing is it doing for you, your firm, your employees, your clients, etc.? For a newsletter, the purpose might be: We’re doing this to stay in touch with people who know and trust us to generate referrals.
• The GOAL of the project. What, specifically, are the deliverables? How do you know when you’re “done”? Keith has emailed out the newsletter to everyone on our MailChimp list.
• Your PROCESS. After drafting, you test all the links, edit for grammar and spelling, and check with Diana before hitting “send.”

STEP THREE: Hand off the project.

If you’re just getting started with outsourcing, start with relatively inconsequential work. Choose someone you trust to handle it, whether it’s a person in your company or a respected outside vendor.

STEP FOUR: Train your outsourcer.

It will take time to fine-tune the process. Give specific, actionable feedback. Hold your outsourcer to established standards.

STEP FIVE. Once you’re on autopilot, schedule reviews.

Even after the hand-off, you should still control the process. Otherwise, it will evolve for the benefit of your outsourcer instead of your business.

HINTS:

• Delegate smart. Invest thought in how you can assign projects. You will discover ways to offload a shockingly large number of them!
• Remember: even if you love to write, your business needs you.

Identify the highest and best use of your time, and then move mountains to make sure that you’re spending your time wisely.

Learn more about Adam Kosloff and Virtuoso Content here: https://lp.virtuosocontent.com/