It’s certainly a compromise, but we believe successful delegation is a two-way street. The owner must accept less than “perfect” performance. The employee or contracted services individual must move out of their comfort zone, develop new habits, and accept new responsibilities.
Here’s what we have learned after years of experience, most of which was painful. Perhaps it will help you delegate more successfully.
You will find many who say, “Like what?” to everything you ask, even when they have seen an example of the same principle in operation before. Avoid delegating to these people. Delegate only to people who glean overarching principles from the examples given in trainings and their own experience.
Avoid delegating to people who say, “They never got back to me” when you have to ask, “What happened on that project?” because they didn’t voluntarily inform you. Don’t delegate to people who have demonstrated they will only accept the minimum level of responsibility required of them in order to get paid.
Avoid candidates who take constructive professional critique personally or don’t seek experienced help because they so desperately want to appear self-sufficient and all-knowing.
Avoid delegating to people who have already demonstrated a need for constant supervision and vigilant oversight.
Avoid those who hide or try to cover up their mistakes, or blame others (finger pointers). Seek to rid your company of those people who continue to make the same mistakes.
Delegation is an imperfect art, but you can mitigate the risk of failure by looking for the attributes in others that will give you confidence and peace of mind. You must train your candidates on the process knowledge and operating principles necessary to take on the responsibilities involved. Then you must give them clear goals and regular reviews – and let them do it their way.
We like to say, “When the cement is wet, you can move it with a trowel. When it gets hard, you’ll need a jackhammer.” So, overkill on orientation, make sure they know where the money comes from (sales!), and confirm that your candidate thoroughly understands the principles that will guide their decision making. Then accept the inevitability that they will make mistakes, and they will make decisions that will be different that yours. Some of those decisions may even be better!
Michael Houlihan and Bonnie Harvey co-authored the New York Times bestselling business book, The Barefoot Spirit: How Hardship, Hustle, and Heart Built America’s #1 Wine Brand. The book has been selected as recommended reading in the CEO Library for CEO Forum, the C-Suite Book Club, and numerous university classes on business and entrepreneurship. It chronicles their humble beginnings from the laundry room of a rented Sonoma County farmhouse to the board room of E&J Gallo, who ultimately acquired their brand and engaged them as brand consultants. Barefoot is now the world’s largest wine brand.
Beginning with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles, create new markets and forge strategic alliances. They pioneered Worthy Cause Marketing and performance-based compensation. They built an internationally bestselling brand and received their industry’s “Hot Brand” award for several consecutive years.
They offer their Guiding Principles for Success (GPS) to help entrepreneurs become successful. Their book, The Entrepreneurial Culture: 23 Ways To Engage and Empower Your People, helps corporations maximize the value of their human resources.
Currently they travel the world leading workshops, trainings, & keynoting at business schools, corporations, conferences. They are regular media guests and contributors to international publications and professional journals. They are C-Suite Network Advisors & Contributing Editors. Visit their popular brand building site at www.consumerbrandbuilders.com.
To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.
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