by Theresa Bradley-Banta
Empowerment. What a great concept. Do you realize how many creative and innovative people surround you? That it’s not just you who has the great ideas?
One thing you probably do know is that you may be doing a million things that could, and should, be done by someone else. You cannot micromanage a business and expect it to thrive. You’ve got to let go of those tasks that keep you from growing your business.
When you put a team in place and give your team members the power to excel you’ve just become a leader who thinks and acts like an entrepreneur.
8 Secrets To Delegating Tasks and Empowering Your Team
- Delegate the work. For this article I’m going to assume you realize you should delegate all the tasks that keep you from working on your business. Those tasks that keep you from developing and implementing new ideas and innovation that will explode your business. The tasks you should delegate are typically those involved in the daily operation of your business.
- Describe the end result. Demonstrate a clear vision to your team. Be a storyteller when describing the big picture. Let your team know what you are planning, strategically, to carry out over the long run. Empower your team to innovate if it supports the big vision. Encourage the use of imagination.
- Get out of the way. This is the best way to give opportunity for growth and to challenge your team. This means you allow them to have discretion in the completion of the task. It also means you are no longer doing the work, they are. Get out of the way. Give your team members decision making authority and take yourself out of the picture. It shows respect and it demonstrates trust. Your team will gain a greater sense of ownership and they will become invested in the outcome.
- Maximize others contributions. If you want your team to take initiative, set some guidelines for your accessibility when problems occur. Ask that they recommend solutions and not bring the problem to you and ask you to make a decision for them. Let your team find the answer when it is already clear to you. The more you delegate, the more your team will continue to learn new skills and develop their personal talents.
- Don’t underestimate the ability of your team. This a judgment call on your part and depends largely on how well you evaluate your team. Involve them from the beginning in establishing what tasks or projects they will take on. You both need to be clear that responsibilities are understood. Set a deadline for completing the task or project. Discuss how comfortable they are handling unexpected obstacles or problems. Ask them if they feel they can handle the job assigned and if they have ideas for completing the job—ideas you might not have thought of.
- Create an environment where motivation can thrive. Let your team members make decisions on the processes for getting the task completed. As long as the end result is met, in the time frame established, make it clear to your team that you are flexible about how they get there—within reasonable, ethical and moral methods. Let them know that creative ideas are welcome—you may be surprised by how creative your team is. There’s more than one way to get a job done and your idea might not be the best one.
- Give credit where credit is due. Let your team know they will be rewarded for a job well done and supported if they run into difficulties. Make sure your team feels valued. By making periodic checks on progress you’ll give yourself a great opportunity to let your team know a job is being done well. Or to course correct if necessary.
- Be consistent in your personal style. Be cool in a crisis. Be honest about your own mistakes. Don’t make speeches. Approach your role as leader with humility. Suspend judgment when listening to others. Don’t let your feelings cloud your decision making. Keep your promises.
Whatever your style—be consistent. Show your team you have a steady hand and a commitment to the success of your team and to the success of the business. Your team will learn to emulate you when you show strong leadership qualities.
When you learn to successfully delegate the repetitive daily tasks necessary to operating a business, you free yourself up to working on your business.
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Theresa Bradley-Banta writes about investing in real estate while avoiding the pitfalls that plague many new investors. She is a 2017 PropTech Top 100 Influencer and winner of 14 American and International real estate awards for her website and real estate investing programs. As featured on: The Equifax Finance Blog, AOL’s Daily Finance, Scotsman Guide, The Best Real Estate Investing Advice Ever Show, Stevie Awards Blog, Rental Housing Journal, and Investors Beat among others.
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This is such an important one for me Theresa, “Get out of the way”.
Too many leaders micro manage and stifle all flow and creativity that their teams can never succeed. My biggest tip is this one of yours, get out of the way and let the people do their thing.
Hi Ben,
Getting out of the way… this is probably the hardest one of all to do. For most people. And, stifling your teams creativity is the last thing you want to do — you can bet Steve Jobs doesn’t do that, or any great entrepreneur.
But how you do it? I wrote that demonstrating trust in your team is huge. It’s takes a strong leader to realize they may not know everything and to place trust in their team. Do you think this is something that can be learned?
Thanks for the comment, it’s been nice getting to know you through your blog.
Theresa
Seldom do I find leaders who practice the approach you have eloquently mentioned above. Most are guided by their big egos and arrogance; and so they end up with more clutter in their businesses. Perhaps it’s important to reflect upon one’s self before he/she delegates some task to others. 🙂
Oh, I just love your comment! What you’ve said is brilliant — “they end up with more clutter” — it’s so true. Sometimes a big ego will not allow a person to actually delegate, so they end up doing double the work because they never really give the work away. They become buried and wonder what happened.
It IS important to know your own self before you can delegate. And if you realize that things, like ego, can possibly get in your way, well then you can deal with it. But if you’re a bull in a china shop…
Thanks Walter, so much, for your comment! You’ve given some great insights.
Theresa,
Theresa,
You really hit the nail on the head! As you know, one of the critical conversations we have in the wealth building community we belong to is the importance of having a team. This means delegating, having trust in your team and giving them the authority & latitude to perform.
There are no self made millionaires, only team made millionaires.
Richard
Yep – lone rangers will never create a successful, lasting business. If you want to build a legacy, or create a profitable asset that can be sold, you’ve got to have team. Thanks for the comment Richard, I always love it when you participate in the conversation!
Theresa
Theresa,
Delegation (for me really: outsourcing) is a great concept.
Really for two reasons.
1. As stated it frees up your time and your energy for the important and creative aspects of things.
2. It is arrogant that you think you can be the BEST at everything. For instance, all of my graphics on all the sites I run are outsourced. I am sure with a few hours of work, time and effort I could come up with something passable. But why bother, I have a graphic designer who does great work, is affordable and does better job than I could do if I tried for 100 hours.
I guess my point is that even if you run a “one man/woman shop” delegation is viable and important.
Hi Steve,
Excellent comments! You raise an interesting question for me. What if you really are great at something and you still know you shouldn’t be doing it?
For instance, I am a graphic designer — I had a successful business for 15 years — and I continue to enjoy doing it for myself. But, (and here’s the rub) I need graphics for my site, I’d really like to create them, but it isn’t getting done because I have other things I need to be doing — strategically — on my businesses. The graphics fall more into the tactical side of things.
So, you’re right. Point taken. It’s time to delegate… even if it is a task I love. Not even a task really 🙂
Thanks for the comment, I needed to hear this,
Theresa
Theresa,
I like this, as a ex manager I have used some of the tactics and some not so well and have learned from it. The biggest issue for most leader is control issue to make sure things go according to plan but when we relinquish the control, and empower others, miracles can happen! I have seen it in business and real life. both!
Hi Preeti,
I absolutely love hearing from you! You are so right… we open the way for miracles to happen when we relinquish control. There is never one right way to do something — when we try control a situation, we are trying to force a single outcome. Not a good idea when the universe is so willing to provide a gazillion surprising solutions and outcomes. And even when the outcome isn’t exactly what you expected — or sometimes not great — you’ve learned from the experience. And, just as you’ve said, this isn’t just about business… it’s about life.
Thanks for the great comment,
Theresa
Dear Theresa
i really cant differentiate between the delegation in projects and in operation.
And if there is no difference can you please elaborate more.
My point is i believe there should be a difference between the tasks in project
and a task in operation.
Regards
Waheed
Hi Waheed – Thanks for your question. In order to answer I’ll elaborate on what I mean by working on your business. This involves creating a business that operates, or runs, without you. You have a team that handles all projects and the operational aspects of the running of your business. You are no longer doing those tasks. Working on your business means overseeing the direction your company is going. Creating your exit strategies. For example, are you building a business you will sell at a certain point? What is happening with your business in terms of marketing? Are you looking for new niche markets? For new business opportunities through new ideas and innovation?
If you have your sleeves rolled up and you are working on operations or current projects you are no longer free to grow your company strategically. To follow your vision for the company. What does your business look like down the road? Do you have a road map?
I do not believe there is a difference between tasks in projects and in operations. Those are the things that keep your business running.
Thanks again for your great question! The distinction between working in your business and working on your business is a challenging one to see. It says a lot about you that you are looking for some elaboration on the topic! Please do not hesitate to comment, or ask questions!
Theresa