This post is part of the series " My five worst mistakes as an entrepreneur ."
The entrepreneur is usually someone who pursues a vision, someone who imagines a future and does everything possible to achieve it. Since that vision is something very personal, it is common for entrepreneurs to find it difficult to delegate, because "it will not turn out as well as if I did it".
In my case, as I like to read management books from time to time, I was prepared not to fall into the trap of "everything goes through me". But I learned (on the basis of doing it wrong) that there is another different trap: delegating is not the same as disregarding .
The best thing I've read about the delegation is in the book " The 7 Habits of Highly Effective People" by Stephen R. Covey. As in all these books, "the 7 habits" has a self-sold part in which Covey tells you that the book will change your work life, personal, family, in your church, in your community and almost to the gym. But, once that part is over, it includes a good number of pearls that are worth it. Covey says that, in order to delegate conditions, it is necessary to clearly define a series of things:
▪The results to obtain: Assigning tasks is a "delegation of shoddy". To really delegate you have to make another person responsible for obtaining results.
▪The basic principles : You can not give that person a step-by-step guide to what he has to do, because you would fall into the assignment of tasks. But you should give a basic guide to help you to direct your work: if you know that there are three things that never work, tell them about it.
▪The available resources : Assigning responsibilities without assigning resources (whether time, money, tools or a work team) is more punishing than delegating.
▪The evaluation of results: How and when will you review the results? You can not delegate something and not ask again about it.
▪The consequences : Why is it important to achieve these results? What does the company earn? What does the person in whom you have delegated earn (recognition, professional development, part of a variable compensation ...)?
If you thought that delegating was just something to someone, you see that not: delegate is difficult and requires a method and a certain affection, but it is always worth it.