Several times over the last month or so, I’ve suggested refocusing on important work. I’ve suggested paying attention to long-procrastinated tasks. There’s high value in moving on to bigger things and relieving your mind of the self-persecution of procrastination. All of this tends to demand that you do four things: Prioritize. Delegate. Outsource. Focus. We’ve focused on prioritize and focus in recent weeks. Today, let’s talk about delegation.
“I can do it faster than I can delegate it”
The pervasive thought, *particularly for a founder/owner*, is that you can complete a task faster than you can describe it well enough for someone else to do it. That might be true the first time. It’s probably true the first few times. After that, you’ll know one of three things: Your instructions are ready, or they aren’t. You chose the right person. You chose the wrong person. Those are easy to fix.
Delegated tasks are usually needed more than once. They tend to happen repeatedly. The first few times, you’ll want to check their work. Who wouldn’t? They’ll want you to do so as well. You’ll probably need to refine the checklist / instructions you created. Soon, they (the person you delegated to) will be refining it. After the first few times, you’ll want to take a quick glance to make sure things are done right. But the 11th, 20th and 42nd time? You’re out of the loop. Intentionally.
That first few times, you aren’t going to gain any time through delegation. Just as you expected. Even if things go very well, you have to circle back. After those first few times, you’ll gain time every time this work needs to be done. Not only are you no longer having to prioritize and find the time to do the work, in many cases you won’t even have to think about it. Unless your company is very small and has no other managers, let someone else follow up and monitor quality / completion time, etc.
If you don’t have anyone else to do that oversight, give the person you delegated to a process to confirm the work’s completion to you without interrupting you. While you can use whatever job / process / project management system you use for this, don’t over complicate it. This can be as simple as an inbox, an email or a text. Prefer old school? Put an old Amazon box on a table outside your office so they can drop things into it without interrupting you. Hang a clipboard on a nail and let them check off the things you’ve delegated to them.
The keys to delegation
The stickiest thing about the delegation process is how you document the work. Yes, the very thing you don’t want to take time to do. That’s the thing you must do well. Several things are obviously critical. The complexity of the task could require covering things you normally take for granted. Things “built in” to you. This may make it even more tempting to avoid delegating the task, but don’t give in. If it can be delegated, do it.
Questions to consider: What raw materials and tools are required? Where are they? Are instructions required? Other team members? Are interim approvals or reviews necessary? When should the work be started? When must the work be done? What milestones exist between the start of work and completion? Do we need lead time before delivery for oversight, review, rework? If so, how much? Does the job require outside resources? (contractors, services, materials not already in-house)
Completion and delivery: What specifically indicates that the work is complete? What specifically defines completed delivery? Paperwork in a specific folder? Files in a specific Dropbox folder? A pallet in a certain rack? A delivery to a customer? Is a customer sign off required?
These things are always on an owner’s mind, but might not be on the delegated person’s mind until you share them. Even though the person doing the work isn’t an owner, they’re still important. They include: Why is this work being done? How does it tie into the big picture? What are the stakes of failure? Is a customer depending on this work? Is this work critical to keeping a customer?