Delegation for entrepreneurs

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  • 6th year of biz
  • 5000 plus hours of delegation support for entreps combined with the latest research and strategies that we know can help you get past your own delegation hurdles each day. 
  • What can be delegated, Understanding so that it really makes a difference in your dayDan Kennedy, defines productivity as "the deliberate, strategic investment of your time, talent, intelligence, energy, resources, and opportunities in a manner calculated to move you measurably closer to meaningful goals." Learning how to get more done is worth nothing without knowing you are working on the RIGHT things to move your business and dreams forward fast!Do the mathdelegate those tasks that aren’t the best use of their time and genius. They do this by creating systems – financial, client services, operations, etc. – that others can use and implement over time. Start small and select one area of your business to focus on at a time. Write down each step and the exact process (saving emails and templates along the way) and save in a computer or hard copy file so that your team can access at a later date.Only do the tasks that no one else can do, and delegate the rest. As your business grows, those delegated tasks will be handed down to new team members, and ultimately you’ll have many with cross-trained capabilities who you can shift around as needed.The key is to determine what the most important things to do are. To start this process, make a master “brain dump” list of everything on your mind that there is to do. Anything that is stressing you out or that you feel needs to be done in the business. Then take a deep breath, as it will be a BIG list. Now, start sorting out what is most important for you to focus on in the next 90 days. This will depend on your goals for your business right now. For example, if you need to kick up the cashflow immediately, you would put “ask for client referrals” higher up on your list than “design new blog”. Keep sorting and making new smaller lists if necessary until you have narrowed down what needs to be done asap (SHORT-TERM GOALS) versus what should be accomplished down the road, say 18 months or so (LONG-TERM GOALS).Then go through that list and label each either “I Do”, “Delegate”, “Automate”, or “Delete”. The “I Dos” are the things that truly only you can do – your “genius work”. This would be something like developing a new program you could charge more for. “Delegate” is for items you could pass on to someone on your team.get stuck is they get their short-term goals and their long-term goals all mixed up, and they never move forward
  • Common excuses (list group) to not delegate (provide answers- use board)Visualize what a fixed version of that looks like for youGiving up “rugged individualism.” I had to let go of the thought that the only way our company could go further was for me to make all of the decisions and work harder and longer.Clear communication of expectations is key. They include the desired outcome, the time frame and how much input I want to have along the way. There are some things that I delegate that I just want to go away, while there others that I delegate that I want to be able to provide feedback on throughout the process. Delegating both tasks the same way would be a huge mistake. If I am clear on my expectations, we are both likely to feel satisfied with the results.Delegation for Entrepreneurs: It’s all about the mind set! Many layers to effective delegation; some of which are purely emotional“mindset” layerwhy it’s so particularly hard for entreps to navigatestrategies you can use to reframe and conquer these thoughtsMichael’s best delegation mindset and strategiesIn your coaching experience what are some of the most consistent excuses you hear when it comes to delegation?I just don’t like to delegate.” Implying that it’s a core personality characteristic that’s impossible to change rather than a chosen behavior.“No one can do it as well as I can.” Presenting this as a positive statement rather than acknowledging their inner control freak, unrealistically high standards, or possibly poor habits in communicating expectations. “I can’t afford this.” Lack of understanding of the potential revenue vs the cost of delegation— when the differential between what they are charging for their own services vs what they would pay for the service is quite significant. “I’ve had a bad experience with delegation.” Rather than use their experience as a data point to study , they over-generalize its applicability and don’t ask deeper questions. “I’m not clear on what the value would be.” They can’t imagine what their life would be like if they did delegate and they lack a vision. Of these which are the most difficult to address and why?Those who say they “I just can’t delegate.” In this case, I would pose questions like:“How’s that working for you?” (The Dr. Phil Question) What do you predict is going to happen if you continue doing things the same way? Do you like that answer? What is going to be the cost for you in missed opportunities? These questions make it clearer to people what the stakes are of their current behavior and build motivation to explore change.  Those who aren’t skilled at communicating what they want (or don’t take the time to do so), and aren’t aware of their limitations.Delegation is a learned skillfirst figure out what your goals arehow you plan to convey what you want doneBe clear on your preferenceDon’t view delegation as total outsourcing done perfectlWhat ways have you seen clients deal with the discomforts of delegation that have worked particularly well? (Strategies)First clarify your goalsIf the tasks are not priorities for you in first place then no one should be doing them.Consider your own follow up or next steps once the task is completedExperiment Design experiments to see what worksOnce complete, assess what’s been done, identify the benefit, what you would change next time, what you have learned from this, and how you can apply what you’ve learned from it. What delegation strategies have worked best for you in your own business/ what have you learned in the process that you can share w other entreps?Look at tasks you are delaying actually doing (things don’t like)Focus on what’s best for youAsk yourself what things you’d work on if you had 30% more time (things enjoy)experiment with 80% quality. This means working on something untilit’s about 80% of where you think it needs to be, and then stopping. Turn it in, hand it over, getfeedback, do whatever the next step is. Don’t do a great job. Do a good enough job. And thensee what happens. Did the sky fall? Or did things go pretty well?Why do you think this is so tricky for entreps to master?Most coaches and other service professionals don’t think of themselves as entrepreneurs.Because they are not that good at back office skills, they undervalue them.They also overfocus on direct financial expenditure as opposed to opportunity cost.When it comes to delegation, we create a fantasy of how delegation will be without asking critical questions.What is your best advice for those struggling with this part of their business?Focus on the nuts and bolts of your business.Don’t get carried away by flavor of the month. (new Technology fades)Spend some time thinking about what you are trying to create Project progression:ask good questions “How are you thinking about this project?”“What would you like to focus on?”“What’s most important right now?”“What obstacles are you facing?“What would you like greater insight on?”“What’s the best way for me to help you?”What else.. can I do to help you become more prepared? 
  • Tangible vs emotionalCan’t figure out how to get started 2. Can’t figure out how to maintain it so that it really makes a difference in their dayDelegation is a learned skillThey think that it’s a personality trait rather than a chosen behaviorInner control freakLack of understanding of potential rev vs. cost of delegationOvergeneralise bad experience without asking deeper questionThey can’t imagine what their life would be like if they did delegate and they lack a vision. Most coaches and other service professionals don’t think of themselves as entrepreneurs.Because they are not that good at back office skills, they undervalue them.They also overfocus on direct financial expenditure as opposed to opportunity cost.When it comes to delegation, we create a fantasy of how delegation will be without asking critical questions.What is your best advice for those struggling with this part of their business?Focus on the nuts and bolts of your business.Don’t get carried away by flavor of the month. (new Technology fades)Spend some time thinking about what you are trying to create
  • In our work w entreps we get have seen dumping mentality- when we really need to refocus them to back up to a top level and identify goalsWorksheet Q#?Dealing w the discomfortsClarity- this is where we start when we work with clientsExperimentationStart worksheet- what are your goals for next 6mosFirst clarify your goalsIf the tasks are not priorities for you in first place then no one should be doing them.Consider your own follow up or next steps once the task is completedExperiment Design experiments to see what worksWhat is your follow up? Once complete, assess what’s been done, identify the benefit, what you would change next time, what you have learned from this, and how you can apply what you’ve learned from it.
  • WORKSHEETSet a timer, toggl, toolsIt’s not that you are not good with details or not great w a particular taskOne of the purposes of delegation is to enable you to focus on your best work. This is the workwhere you have the greatest added value. It’s the “important” work rather than the “urgent” work.Even if you are great at a particular task, if someone can do it and there’s something better foryou to do, you should do that better thing. What would you work on if you had 30% more time?Looking back at your day, what’s one thing you did today that had a very high value forYourself? your team or organization?ID: busy work, don’t enjoy, repetitive, don’t require my attn, systematized (eaily repeated), no direct revenue, slow you down, zap energy for bizNext slide: cheat sheetExperiment with experiment with 80% quality. This means working on something untilit’s about 80% of where you think it needs to be, and then stopping. Turn it in, hand it over, getfeedback, do whatever the next step is. Don’t do a great job. Do a good enough job. And thensee what happens. Did the sky fall? Or did things go pretty well?creating procedures (written, video, audio depending on the situation), approval processes, checklists, storing information in a central online place that is backed up, cross-training, moving tasks around, etc
  • A firm like mine can provideThink about how you plan to convey what you want doneWhat systems and processes can you put in place, what tools?
  • Be a visionary- how do you see yourself spending your days now that you’ve cleared your plate?Commit to working on biz, not in bizTo  really  make  the  cost  of  your  virtual  assistant  seem  effective,  you  need  to  become   really  effective  with  your  own  time.    Hiring  a  VA  and  freeing  up  your  time  is  not  going  to   produce  you  gobs  of  cash.    In  fact,  many  people  who  come  to  our  business  say  to  me,  “I   need  you  to  pay  for  yourself”  and  then,  while  we  are  working  and  performing  different   tasks,  the  entrepreneur  vacations  or  signs  up  for  some  yoga  classes.    While  having  more   freedom  is  part  of  it,  the  best  way  to  make  outsourcing  pay  for  itself  is  to  spend  the  time   you  gave  up,  doing  income-­‐generating  activities.    Whether  that  means  creating  new   programs,  products  and  services  or  scheduling  one-­‐on-­‐one  coaching  calls,  do  whatever   you  can  to  make  money  in  the  time  you  gave  up  when  delegating.   When it’s time hire a VA- reactive vs proactive
  • . In order to grow we need to delegate to manage the growth B. What mind shifts do you as the entrepreneur need to make in order to gracefully step into your new role as an effective leader for your team?Evolving from solo p to team leaderHow to navigate it gracefullyEstablish line of sightGaining clarity on ourselves- Trust: When you give trust in the form of delegation, it’s amazing how people respond. They’ll rise to the occasion. It brings out the best in people, and they perform well. Covey: Trust is the most compelling form of human motivation, and delegation is a practice that demonstrates trust.It engages and energizes people. They are clear on the expectations. They perform and deliver. With a culture of trust, you don’t need all those excessive policies and procedures. The culture becomes the reinforcer. If someone gets out of line, the culture brings them back in line or weeds them out.Nordstrom: We have only one rule: Use good judgment in all situations. There will be no other rules.”Now that’s an extraordinary expression of trust in their people and a great form of delegation. Remember, though, they didn’t just arrive at this. They deliberately built a high-trust culture through hiring, training, recruiting, mentoring, etc. Now they don’t need a lot of rules.First, believe that the individuals you brought on to your team have your best interest at heart.TrustHanding over responsibilitySecond, establish a line of sight for your teamSharing the big pictureexperience the process to understand the “why” associatedThird, be open to creative thinkingThree-factor questions stimulate creativity. They ask the coachee to reach deeper, get out of the box and brainstorm a bit. They also demonstrate that you want to hear the coachee’s ideas.being open to hear the why behind team recommendationignore creative thinking, your team will stop coming to you with their ideasAnother mistake is making your expectations unclear. When people aren’t quite sure what it is they are trying to do, the outcome they are striving for, and how they are going to be accountable for it, they’re not motivated or inspired. For example, “Here’s what we are doing, here’s what we’re after. I want you to get the sale,” instead of, “Follow up on those leads.”
  • Delegate the result
  • What's one of the easiest ways to break down a great company culture? Give someone responsibility without the authority or tools to get the job done. When Christy organizes a team event, for example, she is given a budget, a few parameters and permission to make certain decisions on her own. "I'm given the freedom to do my job," Christy says. "Our leaders don't worry about the process of how we get there. They just make sure that we meet the end goals.”When you give trust in the form of delegation, it’s amazing how people respond. They’ll rise to the occasion. It brings out the best in people, and they perform well. Staying in touchexperiment with 80% quality. This means working on something untilit’s about 80% of where you think it needs to be, and then stopping. Turn it in, hand it over, getfeedback, do whatever the next step is. Don’t do a great job. Do a good enough job. And thensee what happens. Did the sky fall? Or did things go pretty well? Effective delegation requires that two people have a shared understanding of a task. Delegation,like feedback, is most effective as a conversation where there is some back and forth. When you’ve described to someone a task you’d like to delegate, it’s reasonable to ask, “Do youhave any questions?” The problem is that this question rarely works well. A person may nothave questions at the tip of his tongue, or she may feel awkward raising uncertainties, or maybehe hasn’t even thought through the task. This week, reinvent the question, “Do you have any questions?” by asking juicier, coachingquestions to clarify how the two of you understand the delegation. These are all open-ended.You can try:What questions do you have?What part of this is clear? What part isn’t clear?How does this tie to other things you’ve worked on?Tell me your understanding of how this process will go.What do you see as the value of this?How are you imagining this process?What’s interesting about this to you?What is hard about this for you?What obstacles do you see?What else are you working on, besides this?What is a higher priority than this? What is a lower priority?
  • Establishing parametersStrategies and systems for successCommunication is key- adjustment to virtualOur client preference sheetCreate a communication strategy w your VA, you need to know how to effectively delegate tasks to save time and moneyWe  use  Basecamp  or  Web  Collaboration  to  organize  our  projects.    The  nice  thing  about   these  project  management  tools  is  that  you  can  setup  to-­‐dos,  deadlines  and  messages   as  well  as  upload  files  and  review  the  next  two  weeks  of  business  activities.    Everything   we  do  goes  through  these  project  management  tools  in  order  to  ensure  that  we  don’t   drop  any  balls  and  that  our  clients  are  being  taken  care  of.     We  also  use  Skype  to  communicate  with  our  clients  quickly  and  of  course,  e-­‐mail.     The  thing  that  I  want  to  mention  about  communication  style  and  communication  tools  is   that  it  is  vital  to  figure  out  what  works  best  for  you  and  communicate  that  to  your  team   member.    Remember  that  your  VA,  while  super  talented,  can  not  read  minds  so  you  will   have  to  educate  him/her  on  what  you  like  best.    For  example,  if  e-­‐mail  is  preferred  over   Basecamp,  see  what  sort  of  compromise  can  be  made  for  that.     The  other  thing  about  communication  is  that  deadlines  and  project  details  need  to  be   given  to  your  team  member  every  single  time  you  delegate.    Too  often,  an  entrepreneur   does  not  attach  a  deadline  and  since  the  VA  is  prioritizing  not  only  your  projects  as  they   come  in,  but  all  of  his/her  client  projects,  the  priority  level  may  be  set  incorrectly.
  • Show gratitude- what is their currency?The best place to find a great VA/VP would be through a referral; someone you know that is currently utilizing a particular VA firm.However, if you don’t have this option available, a great place to start is to look at Associations- for Vas, the most regarded Association is IVAA.org- the Intl VA Assn. It’s a great resource for you to conisder, because they have a database that allows you to search for Vas by skillset, zip code and more. You can also post a “request for proposal” There are also local resources available- for example I am on the board of DVVAA, which is a great way to localize your search.Of equal importance, there are at least 4 qualifiers you should look for. You want to look for Vas that have professional affiliations. Look for testimonials and know that you can ask for referrals. Look for someone who has a professional website, as that is is their storefront and a big part of the VA startup budget. Lastly see their commitment to the inudstry- what is their involvement outside of 9-5, do they have a portfolio, etc. Their professionalism should rival that of corporate mindset
  • Insert any questions on the industry, systems or delgating image?
  • Focus on your strengths, delegate weaknesses
  • Delegation for entrepreneurs

    1. 1. Delegation for Entrepreneurs Presented by: Emily Morgan President, Delegate Solutions & Entrepreneur’s Entourage Prepared for: Members of In Good Company Workplaces www.delegatesolutions.com *Delegation Perfected
    2. 2. “From a very early time, I realized I couldnt do everything myself.I had to learn the art of Delegation”-- Sir Richard Bransonwww.delegatesolutions.com * Delegation Perfected
    3. 3. A little bit…www.delegatesolutions.com * Delegation Perfected
    4. 4. www.delegatesolutions.com * Delegation Perfected
    5. 5. Quick Poll • What is your name, industry/business? • What are your biggest delegation challenges? •A n y t h i n g s p e c i f i c y o u w a n t t o c o v e r i n o u r session today?www.delegatesolutions.com * Delegation Perfected
    6. 6. Let’s Go! WORKSHOP OVERVIEW: •S t a r t w i t h t h e b a s i c s • Why this is so difficult for entreps • Strategies for success • Working the processwww.delegatesolutions.com
    7. 7. Understanding the Basics •Y o u r t i m e i s m o n e y • Do the math • Busy vs. Productive • What is your zone of genius? • Tangible vs. Emotionalwww.delegatesolutions.com * Delegation Perfected
    8. 8. Mindsetwww.delegatesolutions.com
    9. 9. Why is this so Difficult for Entreps? •S o l o p r e n e u r s h i p • Lack of self-awareness • Undervalued tasks •O v e r f o c u s e d •O v e r g e n e r a l i z e • Lack of new visionwww.delegatesolutions.com
    10. 10. We Start with our Goalswww.delegatesolutions.com
    11. 11. Identifying What Should be Delegated Focus on the Positive! •P a s s i o n a t e : I l o v e t o s p e n d my time doing… •P r o d u c t i v e : M y h i g h e s t value added is… Next see what emerges: •P a t t e r n s : L o o k f o r t r e n d swww.delegatesolutions.com
    12. 12. www.delegatesolutions.com * Delegation Perfected
    13. 13. A Fixed Version of my Day Looks ike…www.delegatesolutions.com * Delegation Perfected
    14. 14. The Entrepreneur’s Identity Crisis.. It’s all good!www.delegatesolutions.com
    15. 15. www.delegatesolutions.com * Delegation Perfected
    16. 16. Communicating: How to Delegate like a Rockstar •E s t a b l i s h t r u s t • Delegate the result • Ask the right questions • Share the big picture & results • Make yourself accessible • Be open to new ideas • Don’t aim for perfect • Give good feedbackwww.delegatesolutions.com
    17. 17. “The single biggest problem in communication is the illusion that it has taken place.” --George Bernard Shawwww.delegatesolutions.com * Delegation Perfected
    18. 18. Time to Delegate!www.delegatesolutions.com * Delegation Perfected
    19. 19. www.delegatesolutions.com * Delegation Perfected
    20. 20. Resources •D e l e g a t i o n R e s o u r c e s : http://delegatesolutions.com/category/latestnews •T o l e a r n m o r e a b o u t w o r k i n g w i t h a V A : http://delegatesolutions.com •F o r t i p s o n h o w t o t a k e y o u r b u s i n e s s v i r t u a l & t o o l s y o u can use visit: http://delegatesolutions.com/resources/ $$ Special offer for IGC Members $$ $250 off of your first month’s retainer invoice Email emily@delegatesolutions.com *for more info! Delegation Perfectedwww.delegatesolutions.com
    21. 21. Web: MeetEmilyMorgan.com Twitter: @Emily_Morgan Facebook: facebook.com/EmilyMorgan LinkedIn: linkedin.com/in/DelegateSolutions Email: Emily@DelegateSolutions.com Phone: 814.367.3827www.delegatesolutions.com * Delegation Perfected

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