Creating a Seamless System to Delegate Tasks

Creating a Seamless System to Delegate Tasks

Delegate to the Right People – Hire the Right People

Have you suddenly found that you’re holding yourself and the success of your business back because you’re burning away time working on tasks, instead of delegating tasks? If you’re not delegating, automating or systemizing your business, it will own you instead of the other way around.

It’s important for any business owner to learn to put aside their pride and enlist the help of other talented individuals.  Show respect for the skills that they bring to the table. Hiring the right people, and delegating to the right people, is a learned process.

Delegate Tasks Based on Strengths

Get absolutely clear on your strengths as well as the strengths of everyone on your team. Strengths are substantiated by what an individual can do easily and well, and as a result, loves to do. Once you define each person’s strengths, keeping in mind that other strengths will become apparent over time, assign tasks that complement the skill sets of the employee you’re considering. Once you get this down, you’ll be amazed by the amount of work that will get done.

Start with Smaller Tasks

In the beginning, letting go can feel a little overwhelming because your business is your baby. Now that it’s grown to the point to take things to the next level, letting go of responsibilities can be scary. Even so, avoid the temptation to micro-manage. Initially, delegate tasks that are smaller. This can help you loosen the reigns and help prevent employees from being stressed out due to  overload and learning curves. As employees demonstrate the ability to perform the tasks you’ve delegated efficiently, you can start turning over more challenging projects.

Verify but Don’t Micromanage

Delegating begins and ends with trust. Give the people that you’ve delegated to the chance to do the task their way. Obviously, the work has to be done well. However, your way isn’t necessarily the right way or even the best way. Sure, you need to verify that the job is done right, but it’s important to encourage the employee to use their own processes and methods.

Provide Clear Outcomes

Clearly communicate the desired results and outcomes of the tasks you’re delegating. It’s also important to identify the lines of accountability, responsibility and authority.

Provide Feedback

When you delegate tasks, always keep the lines of communication open and provide coaching and positive reinforcement and feedback when necessary. During the performance evaluation process, talk about the things they do well, where improvements can be made, and how you or their manager can do a better job of supporting their success.

Systematize the Process

Effectively delegating is much more cumbersome if you don’t systematize the process. The fact is, all successful companies are based on systems. Even if you’re in the beginning stages of your business, start documenting and systemizing the processes, including delegation. Set clear standards, goals, and deadlines for all delegated tasks. Systematizing can take time and effort to setup, but in the long run, it will pay off.

We can help you systematize delegation. Click here to get started.

Delegate and Let Go – Overcoming Micromanaging Tendencies

Your job as a small business owner is to set the vision and course for your business, while ensuring the day-to-day


operations continue as planned. A strategic plan that sets out your goals, objectives, and timelines is necessary in order for you to gauge where your business is and where it needs to go. The steps in-between let you know if you are making appropriate progress or if you need to pivot. When you’re micromanaging, you’re not focused on the things that move the needle in your business. In order to focus on the future, you must delegate and let go. 

Start Small

Letting go of the reins can seem a bit overwhelming at first. After all, your business is the baby that you’ve raised from birth. Now that it’s time to graduate to the next level, letting others take on portions of your responsibility is like sending your first born off to college. It may help to start small and delegate smaller tasks first if you’re not used to letting go. This will prevent your employees from being overwhelmed with a lot of new tasks and will help you loosen the reigns while still setting the course. As employees display the ability to do the task that you delegated, move on to the delegation of larger projects.

Ask, Don’t Tell

After you’ve trained your employees, try not to nag them about how they’re performing the task. If you find an error, ask questions to see if they can find the error on their own. Then coach them and come to a joint decision as to how this task will be completed to avoid errors in the future. What works for you may not work for someone else. Everyone has their unique way of doing things, and their way may work better for them. If employees are ethical, getting results and meeting deadlines, then let them be.

Don’t Sweat the Small Stuff

Let employees have creative freedom and empower them to make decisions. You may be surprised to discover that this can foster loyalty and pride in their work. They may feel more empowered to provide new solutions and efficient methods of performing their role, which may free them up for additional tasks.

Don’t forget that everyone makes mistakes sometimes. Use errors as learning and coaching opportunities to help build a strong and healthy working relationship that is beneficial to everyone involved.

Perform an Exit Interview

Any time an employee says they are leaving the company, ask them why. This can provide insight into issues that you’re unaware of. Perhaps your wages don’t compare to the same positions in other companies. Maybe they believe that the job is too difficult and that processes need to be improved. Perhaps the culture or environment that they’re working in is causing anxiety. Listen to what they’re saying. Then, ask other employees for their feedback and input into the stated issues so that you can improve the work environment.

It may be necessary to offer further training on job roles or teach a class on working with others and accepting differences in culture, sexuality or race. If you need advice to correct issues consider hiring a coach, mentor, or consultant to help you through the process.

As your business grows, you can’t be everywhere doing everything. Your job is to set the vision and direction while ensuring the smooth operation of your business. Don’t become a micromanager. If you are one, consider implementing a few of these tips to create a better working environment and a better business outcome. I can help you streamline your business processes. Call me today.

The Art of Delegation – Trust is Key

Many small business owners attempt to do everything, leaving little to delegate until they become so over worked and exhausted that they have no where left to turn.delegation Often times they hire the first competent person (hopefully) that they can find and immediately hand over the keys. In the end, they find that the person that they hired, isn’t as competent as they thought or maybe isn’t quite ready to drive.

In the book Entreleadership, Dave Ramsey explains that effective delegation is analogous to lengthening the rope of trust. When you properly manage your culture, hire and keep the right people, build unity, provide recognition, and creatively compensate your employees you’ll find that delegation opens doors to success like you’ve never imagined.

Two Types of Delegation

According to Steven Covey, there are two types of delegation: gopher and stewardship.

Gopher Delegation-the gopher delegation method is similar to micromanaging. It involves providing the employee with step-by-step instructions on exactly how to do the task and then verifying that the work was complete to your specifications. The gopher position is generally good for entry level job functions that are repetitive and don’t require a lot of thought.

Stewardship-the stewardship delegation method is management-level delegation. It focuses on the outcome rather than detailed instructions on how to get it done. Stewardship delegation requires trust because you are granting that person authority to act on your behalf and then responsibility to carry out the major project or task. Trust must be earned.

Earning Trust

Before you delegate important tasks it’s important to know that you can trust your employees. The process of developing trust takes time, but it will save you a lot of heart ache and drama if you approach it with intention.

There are two attributes that trust worthy people have in common. They are integrity and competency. Wise business owners trust employees with important tasks to the extent that they’ve spent time with them, observed their behaviors, and believe that the employee has both integrity and competency.


Integrity is the quality of being honest and having strong moral principles. You should spend absolutely no time trying to work with employees who have no integrity. If they steal from you, cheat on their spouse, or lack moral character, do you think they’ll do an outstanding job for you?  Probably not. Instead, hire someone who has talent, and then work with them letting out the rope bit by bit.


Competency is the ability to do something successfully or efficiently. You can’t assess competency without observation. Competency is more than the ability to complete the task. It involves the process of completing the task as well. Were the team members treated with respect? Did the project get completed within budget?  These are just a few of the questions you should ask to assess competency.

Once you begin to delegate with authority and responsibility, you’ll display your trust to your entire team. Ronald Regan once said, “Surround yourself with the best people you can find, delegate authority, and don’t interfere.” What type of delegation do you relate to?  Let me know in the comments below.