The Truth Behind Efficient Delegation

Creating a structure in a company that supports and yields growth is no easy task, but there is one factor that will continue to differentiate whether or not you as the leader of the company can create it. That factor is delegation.

One of the two areas my company provides consulting is around delegation strategy, and through my experience of sitting down with owners across all industries and genres of business there normally is a massive mental block behind delegating appropriately, and there are a few reasons this is such a common problem amongst companies regardless of type of business. Let’s get into some of them now.

We’ll start with the most prominent of the bunch; lack of trust which leads to micromanagement. So, when delegating throughout a company as the head of it all its crucial to be able to pin point others’ strengths and weaknesses in each role that you have available for them because in essence this should directly associate your ability to trust them in a genuine way for the responsibilities in that role. For example, if I am delegating the responsibility of administrative tasks to an executive assistant, then its up to me, the leader and hirer, to determine if he/she has the appropriate strengths in their arsenal to best fit the functions of the role, but here’s the key… so much so that I won’t have to worry or be anxious of the quality of said role.

Now doesn’t that just seem like common sense to do? It does right? So then why is it that so many companies struggle so much with this mental block of being able to trust staff even if it just makes sense to make sure the person for the job is suitable for the positions role without you having to worry about that. It normally comes down to whether or not the leader is able to have radical accountability as the one who hired them and if he or she is capable of owning and standing by their decision in both good and bad cases.

Accountability is so underestimated when it comes down to delegating because it requires a level of honesty and direct criticism of self even though it’s constructive to be openly accepted, and that is easier said than done in a leadership position when you’re ultimate role is to serve those around you as well as buyers or clients of your company. So there is a lot riding on your skills of owning this business which in more ways than one is why mistakes are made during this delegation process.

So to wrap that point up, when in the process of delegating to a role or multiple roles be sure to do so with a high level of accountability understanding that if this decision goes amazing or poorly its 100% on you as the leader because you gave the green light. In addition, to build off of the accountability factor its equally as important to determine the new hires’ strengths and weaknesses at the door in such a honest way that it allows you to trust him or her to do what it is you didn’t want to do.

Now let’s touch on the micromanaging portion of delegation for a second. Being micromanaged can be one of the most aggravating situations in the workplace for several reasons, so its important to dig through what that looks like from both positions including the one micromanaging and the one being micromanaged.

There is a long list of the emotions one feels when they are being micromanaged and some of which include not trusted, inferior, scared, reckless, misunderstood, anxious, etc. The point here is that all of those emotions regardless of which combination does not create a sense of safety in the role which directly doesn’t create speed in terms of productivity throughout the dynamic. Safety leads to speed can be one of the most important perspectives owners can truly learn.

Now if we refer back to the earlier paragraphs of this article you’ll notice we speak a lot about safety, speed, and trust in how those terms are crucial to creating a communication thread that supports growth in the company. So, in that same vein there is another factor that can be of massive value when it comes down to creating an ecosystem of safety, speed, and ultimately growth. That factor is how well you can vet your influx.

Your vetting process as the owner is imperative to being able to not micromanage and projecting those harmful emotions onto staff. So what does a vetting process look like? In many ways its your ability as the owner or at least the individual who is in charge or hiring and delegating to sift out of the crowd the best possible candidate for the role you are delegating to.

The underlying point before the vetting process can begin is understanding at large the hiring process is ultimately an educated guess and the firing process on the other end of the delegating spectrum is knowing for fact. With that being said, with the proper vetting process you mitigate to the highest degree the potential for you to micromanage whoever it is that you decide on.

The reason why is because all in all you are deploying radical accountability to your actions with the proper vetting process to determine the appropriate strengths and weaknesses of potential candidates with the plan of delegating to all with the context of you are using all of the information you have at hand to give yourself the best possible educated guess at this delegation decision and if it doesn’t turn out the way you intended than at that point you can own your decision by making a decision to either let that person go or redirect that person to another position better suited. However, that formula that was just explained gives you the permission to provide much more autonomy and less micromanaging to what it is you are delegating toward which of course leaves the individual(s) in a position where they feel trusted to do their best work with the information they have been given.

The end all be all of this article when it comes down to the truth of delegation strategy is that it always falls on you as the leader whether it goes perfectly as planned or completely sideways, its all on you. This process of delegation will provide you with the infrastructure of a company that is built to scale well beyond what you yourself were ever able to because a team doing something 83% is better than you alone doing something at your perceived 100%.

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