DelegationDelegation is easy to advise, not so easy to do successfully.In early 2003 I received the following plea:
Issue Growing pains as business grows beyond John's ability to cope. Task Solve the workload problem without losing business and without more staff. Problem John has started and successfully built his business, but is doing everything bar making the actual product himself. By his own admission, it isn't just the volume of work, but trying to understand legislation - he is no expert in that field, which is getting worse and worse (in the UK , though not as bad as on Continental Europe). Advisors he had contacted did not have the background that was any use to understanding his problems Effect He felt that the world was on his shoulders, slowly crushing him. Analysis John has a marathon week, every week, trying to keep up with the essential maintenance and growth of his business, so much so, he hardly sees his own staff, and can't check whether everything was OK there. The business is doing well, but there's a feeling that it's about to fall apart. If anything happens to him, it would indeed fall apart. The people he has recruited are all in the "making and sending out" area, with some admin. They are mostly good people, who want to see things get better and better. They are frustrated when they see their boss working all hours and work coming in a bit disorganized. Solution John needs to sit down with his supervisor, Bill, and possibly all his people, and set out what the company needs to do. He may be surprised to find that not only will some be willing, but, they could be more able than he at some tasks. His admin girl, for example, used to work in a sales office, and Bill used to run a shop, so knew a lot of the legislation. Main Points If you find yourself run ragged trying to do everything yourself, you need to stop. Avoid thinking that no-one else can do it - have you asked?? Find out more about your staff. If you are looking after them properly, you will know what they are good at, as you should be regularly appraising not just their performance, but what their aspirations are Take a calculated risk - show how something is done, tell let him/her if they have any problems, ask, then let him/her get on with it. You will end up with a happier, more fulfilled workforce - and a less frantic you!
This page was updated by Paul Hogwood on 15th May 2005
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