Written by: Susanne Ekström, Executive Contributor
Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.
Letting go and trusting others to execute things well is one of the more challenging aspects of being a CEO or a leader. However, delegation is a cornerstone of success. If you don't delegate, your business can't scale.
One of the delegation aces is Sir Richard Branson & he's saying:
"As much as you need a strong personality to build a business from scratch, you also must understand the art of delegation."
Do you distrust your employees to execute tasks how you want them done, so you micromanage them?
Or do you treat delegation as just another way of abdicating your responsibility?
You're not alone.
Many don't fully know how to delegate effectively, often resulting in frustration, disappointment, and micromanagement.
In this article, I'll guide you through my proven framework – The Delegation Domain – to show you how delegation can become your key to success.
1. Face your delegation fears
Are you that type of person who just can't let go?
Before you can master delegation, it's time to tackle your fears head-on.
We're talking about the fear of:
failure
lacking time
not trusting your team
giving up authority
getting too attached to your work
feeling guilty about assigning tasks
Which one(s) apply to you? None? All of them?
Recognize these fears, and you're halfway to becoming a delegation pro.
2. Delegation dilemma: Choosing what to delegate
Are you performing tasks that you've never even considered delegating up until now?
Not all tasks are created equal. Some are perfect for delegation, while others need your expert touch. Start thinking of small tasks, repetitive jobs, time-consuming chores, things you can teach others to do, and stuff you dislike or aren't great at.
And ensure that you are delegating meaningful and vital tasks as well. It's important that your team feels that you are delegating essential tasks.
Free up your schedule for the big stuff!
Ask yourself: 'Which of these tasks, if delegated, will free up the most time for me so that I can focus on those tasks only I can do?'
3. The delegation drama: Choosing whom to delegate to
Do you dread taking time off because you don't feel your employees can run things properly while you're away?
One of the secrets to success is to whom you choose to delegate. When you delegate some of your work, you free up your time, and simultaneously, your company achieves more daily.
So, consider this – finding someone with the skills and desire to do the job you don't want is like finding free money.
It will also make your vacation an actual vacation!
So, to whom should you delegate?
There are three factors to consider:
Factor 1: The experience, knowledge, skills, and attitude of the person you are considering.
Factor 2: What does this person want from their job? What are their long-term goals and interests, and how do these align with the work you have in mind?
Factor 3: The current workload of this person. Does the person have time to take on more work? Will delegating this task require reshuffling of other jobs for that person?
Avoid the employees who lack the skills, time, or interest to do a good job!
Also, don't fall into the trap of delegating to whoever has the lightest workload or is the most convenient 'solution' at the time.
4. Delegation domain: Part 1 – The what
Now, you can start freeing up time for yourself while your employees take ownership and pride in their new responsibilities! Win-Win!
When you know which task to delegate and whom to delegate, it's time for action!
The Delegation Domain has three parts:
The WHAT (that's your task)
The REQUISITES (the things you both need)
The HOW (their way of getting it done).
The WHAT defines the border of the domain. You own the WHAT.
The WHAT consists of your goal, the context of the task you are delegating, and the responsibility and authority the appointee will have concerning the task, assignment, or project you're delegating.
The WHAT also consists of the result/outcome you expect the appointee to deliver.
5. Delegation domain: Part 2 – The Requisites
Tell them what you want, and then make sure you listen and agree on what they need to make this delegation successful!
The border of the delegation domain consists of two elements: the WHAT and the REQUISITES.
The REQUISITES are all about what you both need to make things work.
Think budget, resources, training, time aspects, and reconciliations.
It's teamwork, so both you and your appointee get a say.
Consider what conditions must be met so your appointee can successfully perform their task, assignment, or project.
6. Delegation Domain: Part 3 – The how
You've done a great job, but now you need to back away!
Once you've set the stage, it's time to let your appointee shine.
The HOW is their playground.
No micromanaging allowed! Trust that they'll deliver the goods.
You have defined your WHAT and, along with your appointee, the REQUISITES for your delegated task.
Now it's time to leave the HOW in the well-groomed hands of your appointee. The HOW is inside the domain, where the appointee defines how they will accomplish the task.
The HOW is often the most challenging part for the delegator: keeping your hands out of the matter!
7. Delegation discretion: Choosing how to follow up beneficially
Watch your appointee grow while neither micromanaging nor abdicating!
What if your HOW is like the second line below and your appointee's HOW is like the first line?
When can you, as the manager, enter/step into the domain?
You can ONLY enter when your appointee invites you!
Then, and only then.
Otherwise, you will violate your delegation agreement with your appointee of the task/project.
If you tend to micromanage, can you solve this? Yes, of course! The answer is reconciliation/follow-up meetings. In the stated REQUISITES of the task, you can agree on how often you will be having reconciliations.
If you tend to abdicate, ensure that you at least have some reconciliation meetings scheduled as part of the REQUISITES of the task, and… don't postpone them.
Bonus: The miracle question
During the reconciliation – ask your appointee,
'What do you need from me to …?'
This question shows your interest in your appointee, their progress, and your desire for your appointee's success.
If they say 'Nothing right now,' you'll have to settle for that answer.
Otherwise, you undermine them. Unless, of course, they approach you and say, 'Now things aren't going so well anymore, can I get some help?" and invite you into their domain.
The action now is to 'sit on your hands,' show up for the agreed-upon reconciliations, watch your appointee grow with the responsibility they have received, and start thinking about what you should do with the time you have freed up. 😀
Good luck!
At your own pace – 4 ways I can help you
1. $499k in 99 days – Bold Breakthrough CEO Challenge.
Get (sh)IT Done. My Signature Program.
2. Schedule a 15-Minute Free Productivity & Profit Call for CEOs. Your path to increased profits begins here.
Lock in My Call 3. Work With Me 1:1, 30-Minute Free Strategy Call for CEOs. Explore the opportunity to work with me as your coach. I want to get out of the Rut 4. Get 2 Tailored CEO Tips Weekly.
Join over + 10 000 subscribers. Empower Your Week. Month. Year.
Read more from Susanne Ekström!
Susanne Ekström, Executive Contributor Brainz Magazine
Susanne is a visionary entrepreneur, worldwide executive coach, and the brain behind BeASmarterLeader and SEE Management.
Her goal? Helping CEOs of $8-20M companies make $499k more in 99 days.
In the past five years, Susanne helped her clients make +$30 million more in profit. Her signature programs and coaching have transformed more than 6,000 individuals into Smarter Leaders.
Her mission? To guide CEOs like you, helping you reach the top of your game. She specializes in turning your big business dreams into reality, making your company richer, your team happier, & your business more robust.
To achieve this mission, Susanne focuses on three main areas:
Freeing up time for you and your key people to strategize
Utilizing and optimizing your company’s potential for greater productivity and profitability
Designing a scalable business model to 2-3X your company
Why? In 2001, her dot-com company went bankrupt during the market crash. This tough experience led her to guide others for over 20 years to avoid similar problems.
