Delegate Taks to Focus on Leading

Delegation – The Vital Step to Staying in Your Strengths

Delegation is the key to getting your business to the next level. Those that excel at it thrive; those that don’t wither.

If you are doing the same stuff that you were doing a year ago, you are dying a slow death. If you’re not growing, you’re dieing, and that is true both personally and professionally. Things change, and you need to be changing with them.

How to Delegate

Honestly ask yourself these questions:

  • Are you currently doing things in your business that you know you could hire others to do, and they would do them close to 80% of the level you could do them?
  • If you were to delegate those task to others, would that free you up to do things in your business that would generate additional revenue?

If your answer is yes to those questions, you should look at delegation. Deciding to do it is tough because others most likely won’t do it as good as you. That’s why you’re the boss; however, if you don’t bring in others and have a delegation system, you won’t outgrow yourself.

Once you have been able to delegate your roles, you have essentially duplicated yourself, and the more times you duplicate yourself, the faster your business grows. The key to delegation is having a system behind it. If you just give people a list of things to do but give them no direction and no quality checks, you will fail.

Creating a System to Delegate Tasks

So, what does a system look like? Well, I can’t explain it all here, but if you really want to get great at this concept, there are many great resources on how to do so. The book How to be a Great Boss by Gino Wickman and Rene Boer is a great place to start. Here are some ideas in the meantime.

  • Checklist – You probably either hate creating them or hate following them, but you and your people need them. Therefore, create a checklist that has the specific things you are delegating. Then, ensure that the checklist is broken up into time frames. Things that you are delegating daily, weekly, monthly, or yearly.

When I was stuck behind the desk at one of our first companies, it took me about two hours to get the facility ready for the day. A ton of crazy simple, yet very boring, tasks that anyone could do. The best thing I ever did was document each and every one of those items and film myself doing the tasks, explaining what and why I was doing it. The first manager I hired as a part-time person to come in every morning for two hours and get the facility ready. That gave me two more hours to focus on sales and marketing. I was paying him $15 an hour, and I was generating ten times that much due to the extra time I spent drumming up new business.

Delegation can be a great friend or an enemy, based on your ability to do it well and do it often.

Do you want to learn more about delegating your tasks so that you can focus on growing your business? Contact us today to learn how we can help you.

Find a Partner not Just a Consultant

Using Data Wisely to Grow Your Business

Key Components in a Business – Part 3

I am not sure who likes numbers, outside of accountants, but then again, they are the lifeblood of your business. All great business leaders rely on a handful of metrics to manage their business.

When I started my first company, I was flying blind. At the end of the month, I would look at the P & L, trying to figure out what we were going good vs. bad. (At the end of the day, I don’t even think I understand my P & L quite honestly.)

I got into business because I liked the product that I was selling. I believed it did good, and I was extremely passionate about it, doing whatever I could to sell more, grow, etc. However, I didn’t really understand my numbers. I would say that in the first two years of business, I was running around like a crazy man without full visibility.

Putting It All Together

It wasn’t until I bought a self-storage facility that I realized how important it was. I paid $2,400 a month for an online marketing resource. For two years, I paid that bill each and every month. Then, I started asking myself, “Am I getting value for what I am paying?”

Next, I asked the online marketing source to prove to me the number of leads we were getting. At the end of the day, it was not a great deal. I was not getting enough leads, none the less sales, to justify the cost. Therefore, I cut that cost completely and reinvested the $2,400 into another form of advertising.

This time I tracked those marketing dollars from day one. I knew who I wrote the check to, and I got insight on a monthly basis on how many leads I was getting. I was getting four times the leads for the same price.

Then, I put in a scorecard to track how many leads closed. That method is how I managed our manager. I knew that we should be closing about 75% of those qualified leads. I was able to use my scorecard weekly to verify how many leads I was getting and simply see how many were closing.

Do you have data that is helping you run your business, or are you running blind? Do you know which of your employees are your best performers? Do you know which products are your best sellers and which ones aren’t? Are you tracking your expenses and using data to tell you where you can cut or save money?

Hopefully, there is a data component guiding your decisions.

If not, you can utilize the scorecard as a weekly report that shows five to 15 of the high-level numbers for your organization. Once you find out what numbers matter in your business and track them each week, you won’t have to wait for the P & L to tell you how well you’re doing.