HOW TO DELEGATE LIKE A CEO!
And if you’re starting to onboard new members into your teams, or you’re thinking about it then it’s natural to feel a level of resistance to letting go of what you’ve worked so hard to create. You’ve brought your business to where it is today and I ‘get it’, its super hard to let go of your business baby and hand parts of that over to other people who may not have the same level of passion or vested interest in your business.
One of the mindset habits you need to break when you are growing your teams is stepping away from the operational minutia and into leadership, and that means trusting your people with the work you now need to let go of.
I’m going to take you on a huge deep dive into how to delegate like a CEO and without losing control of your business!
What We Talk About In This Episode:
Using delegation to step into your CEO role
What's stopping you from delegating (or outsourcing) your workload?
What to delegate
Delegating vs automation of tasks
How to delegate to your team (in 5 easy steps)
Hit the download button for the full episode transcript or head further down to read the transcript online.
✅ A proven offering
✅ You’re making consistent sales.
✅ And you’re receiving great reviews from your clients.
🤔 Your business has always been your baby and you’re afraid of letting go of the reigns of control
🤔 You might want to prove to your team that despite being the boss, you are still prepared, and able, to do anything that you would ask your team to do.
🤔 And next your comfort zone might be keeping you stuck. You might feel safer and happier doing something which you know you can do to perfection, rather than stepping away and into your new CEO role.
🤔 And you might be of the frame of mind where you think it’s just quicker to get the task completed yourself, rather than delegate it to somebody else who might not do it to the standard you’re used to. I’m guilty of this one!
🤔 And if you don’t have a team yet, you might be continuing to do these tactical or operational tasks because you don’t yet have the people onboard to support you.
🤔 I want you to think about the tasks that drain your time.
🤔 Then, think about the tasks that you dislike.
🤔 And lastly, the tasks that don’t play to your own core strengths.
🤔 Which of these tasks can you actually STOP doing? Are they essential to the running of your business – if they are, then could they be streamlined or automated? If you identify tasks that don’t need to be done at all, then get rid of them.
🤔 And now think about where the buck stops with you. Which tasks must you do as part of your business owner role? And these are the tasks that you must do, and you cannot delegate them. For example, the buck stops with me to make sure I check my taxes are correct once the accountant has prepared them. I can’t outsource or delegate that final check.
🤔 Next, and this is for those of you who are struggling to let go and trust others with key pieces of work. Think about those non-negotiable tasks you feel you can’t afford for a member of your team to make a mistake on. So, for example, which tasks need to be right first time for clients? Which tasks are a deal breaker if they are incorrect? Now these tasks will be the ones you’ll hold onto and do yourself…and my hope is you will work on letting go, building trust in your team and delegating further down the line. It’s OK not to let go right away, so go easy on yourself!
🤔 And lastly, think about the gaps in your knowledge or skill set and the tasks you could outsource to an expert. For example, I have clients I work with every 90 days to help review their business and create a plan for the way ahead. They aren’t an expert in strategy yet, it's far cheaper for them to outsource this to me than learn years of strategic planning themselves.
And this part of the exercise will take some time, so what I suggest is, go through your week or your month as usual and keep a notepad by your side and jot down everything you do whilst you work. And don’t forget to include any quarterly or annual tasks in your list!
Alright – let’s move onto the next step in this exercise.
💡 Before you delegate anything to anyone, make sure you know the strengths and limitations of your people.
💡 For important tasks, don’t relinquish your accountability and make them totally responsible. Remember, if you’re reassigning critical pieces of work, to work in a way where you retain a level of oversight and you delegate responsibility (and not accountability) for the completion of that work! For some things the buck will need to stop with you.
💡 If you have a team of mixed skill levels and abilities, avoid delegating in such a way that you’re always choosing the same person. If that’s happening, then try to understand why this is happening and check that your other team members are having the right support that will enable them to grow.
💡 Another tip is to make sure your people have all the resources and training they need in advance to get the task done.
💡 And then, if you’ve agreed to provide a level of oversight to help someone complete a task, then make sure you really do make yourself available!
💡 And final tip here is once you’ve clearly laid out all your requirements avoid the urge to micro-manage. Just let them get on with it and come to you if they need to. If you’re a micro manager (or want to leave that bad habit behind) then all the more reason to make sure you have clearly laid out your requirements and expectations in advance! There is nothing more demotivating for people to be given a task and have their boss breathing down their necks every 5minutes!
✅ Articulating clearly the specifics of what needs to be done. And don’t forget to include what successful completion of that task or project looks like. If they are doing the task for the first time include instructions (or links to tutorial videos) on how to do the task. Remember you want to set them up for success!
✅ Then build some context around your request and explain why it’s important and what the task is for. That’s going to help you keep your team member feeling motivated and bought into completing the task, or project well.
✅ Remember, delegate whole tasks to one person and avoid splitting the same task between people. And the reason you’re doing it that way is to ensure you have one person responsible for completing a task. You don’t want to end up in a situation where Jack is saying they thought Jill was doing it and then before you know it, the task becomes unclear, its less motivating and it offers less chance to challenge your team members – especially if it’s something new.
✅ If you’re packaging a bunch of tasks into a project which is going to be supported by a team then, again, make sure you choose someone to lead the project as well as assigning the individual tasks out to your team members.
✅ Then, specify the outcome you’re looking for by explaining the results you want to see. So, what does good look like?
✅ And then, agree on the level of oversight they’ll need and when you’ll check-in on their progress. So, plan for step-by-step reviews on complex tasks or projects, and hold step by step reviews anyway when you’re working with new team members, so you’ll know straight away if the task, or project, starts going off the rails.
I'm Lor Bradley 🏳️⚧🏳️🌈
No 'je ne sais quois' to be found here! I'm a qualified business strategist, author and I show entrepreneurs exactly what they need to DO to be brilliant in business.
I'm an 8-figure online business mentor & consultant, not a business coach, so unlike most coaches I have the practical experience and geek-ery to show you how to grow your business to 7-figures and beyond.
I'm a non-binary entrepreneur and I’m on a mission to uplevel entrepreneurs from 'spread too thin' and into the CEO of a biz they won't want to take a holiday from!