Team Building

8 Golden Rules of Effective Delegation And How To Delegate To The Best People

February 21, 2019 by Dan Lok

The mission driven entrepreneur, working as a one-man or one-woman show, will not survive unless he or she learns the golden rules of delegation.

If you’re a fledgling entrepreneur, assigning tasks to other people is a critical part of growing your business. It’s a dream to believe that you can handle all aspects of your business yourself. You can’t work alone – you need other people. If you can’t trust anyone other than yourself to do the work, then you will be working endlessly on the hamster wheel for a very long time.

So how do you begin to delegate tasks, not just to other people, but the best people? As an entrepreneur, it’s natural that you want to develop a wide range of skills. But as you work on your business, you’ll realize there are aspects you hate and aspects that you just weren’t born to do. Delegate those tasks to someone else first. If you aren’t good at accounting, hire or outsource an accountant.

When you have a set routine for the everyday tasks for your business, delegate those tasks too. In one sense, you are clearing your desk of all the clutter. When you aren’t focused on the day to day survival of your business, you will have the energy and time to see the big picture and to think about the bigger questions. Where is your business headed? What are some current challenges you need to overcome? What’s the next step to growing the business?

But until you start to delegate, you won’t have the mental and time capacity to work on the big picture and jump off the hamster wheel.

Here are eight golden rules of effective delegation that will make you a great leader and free up your time for other aspects of your business.

Rule 1: Clarify The Task In Your Own Mind

Clarify what the task is before you ask someone to complete it. There are some important questions to ask yourself. When you have the answers, then delegate the task. You can envision the task in the following way.

1. Who will do the task?
2. What is the deadline?
3. What exactly needs to be done?
4. What is the desired outcome?

After you have the answers in your mind, or written down, then assign the task. Be clear on what exactly needs to be done, such as the entire first draft for a Facebook ad, or a completed inventory of your products for that month. Also be clear on the outcome, such as completed inventory in a spreadsheet that will be presented at the next meeting.

Rule 2: Delegation To The Right Person

Now that you are clear on what needs to be done, your next step is to choose the right person for the task. The best person to choose is someone who is brilliant at doing that type of work. It might be someone you’ve hired for your team, or someone you are outsourcing work to. Here are some more specific tips for making your selection:

Delegate to someone who is task-focused and explain why this task is important
Delegate unusually challenging tasks to someone who has lots of experience and would like something different than the usual routine
Delegate routine tasks to someone who is extremely organized

Rule 3: Always Have A Deadline

If you don’t set deadlines, nothing gets done. It doesn’t mean your team is lazy. Sometimes they have so much to do that they need deadlines to help them prioritize what is more important. The deadline should be challenging but realistic.

Stretch the abilities of your team to see what they can do, but don’t ask them to do the impossible either! If I am working with a new person, and I need something done within two weeks, I tell them I need it in a week.

I want to see if the new person can get the job done and find out early on if they can work under pressure to complete urgent tasks.

Rule 4: Communicate Orally And Write Your Plan Of Action

Sometimes I only give the core structure of what I want and I let my mentees figure out a plan of action. I let them make their own mistakes. By making mistakes, they learn their lesson. If I watch them too closely, they won’t be able to grow.

So communicate your plan orally to your team and let them decide on what to do. To check on their progress, ask them to write progress reports. You can have them report once a week on Monday, or daily at the end of the day. The frequency depends on the person’s skills and their needs.

Clear communication will look like this: message sent to get the task done, message received by the person doing the task, and message acted upon, or completed.

Rule 5: People Don’t Do What You Expect, They Do What You Inspect With Respect

You may be clear with your expectations, you may be choosing to delegate to the best people for the job. In the end, people don’t necessarily do what you expect them to do. That’s the tricky part about delegation. They do what you check up on with extra attention. So what you inspect, they do with respect.

It means you have to follow up to make sure the task gets done even though it’s not your job.

Rule 6: Delegate Responsibility And Authority

As an entrepreneur, you may be willing to delegate responsibility but you may find it much harder to delegate responsibility and authority. You don’t want to give up authority because you fear loss of control.

You will ask someone to do a task but require that person to run everything by you. In that case, you are micromanaging. You need to be able to give other people some authority, even if it means letting them make mistakes. It’s the only way they learn and the only way you get off the hamster wheel.

Mistakes are okay as long as they don’t kill the company. Only incompetence is not okay. You may be wondering what the difference is between the two. Let me share a quick story.

The C.O.O. at my mentor’s company made a mistake that cost ten million dollars. My mentor had a meeting with him about the mistake. The C.O.O. thought he was going to be fired but my mentor said he had just invested ten million in the guy’s education. He kept his job and made sure he never screwed up again. The C.O.O. was extremely loyal and over time made my mentor one hundred million dollars.

So if you are afraid to give other people authority because you fear they’ll make mistakes, you need to let them make the mistakes. Otherwise, they won’t learn, and you will be very busy micromanaging your team.

Rule 7: Give Praise, Feedback And Additional Responsibilities At The End Of The Project

So the project has come to an end and you delegated tasks to other team members. At this point, you want to provide feedback on how they did. You want to be a coach and mentor.

Whatever you do, don’t yell at them. Praise them for what they did right and then give feedback on what they can do better. That’s how they learn.

Also, give them additional responsibilities for the next project. By delegating more tasks, you free up your time for other aspects of your business, and your team grows in experience.

Rule 8: Don’t Be A Perfectionist

If you are too much of a perfectionist, you will be the runner of a marathon who never leaves the starting line. You will never get anything started or finished. Your projects will never end because you are going crazy with the details.

Effective delegation is about progress, not perfection. Start your project, and do what you can, but don’t get stuck on all the small details of what you need to complete.

When you go to the bank, the teller or the bank machine isn’t going to ask if you completed your work perfectly. Your cheque just goes into your account.

In the big scheme of things, if I’m facing a business problem that I find overwhelming, I look at this photo on my wall. It’s a picture of the universe. When I look at it, my stress disappears because I realize… I’m just a molecule. What’s the big deal? Nothing matters. I’m only here for 80 years. And then I’m not that important anymore. No one is that important. So don’t place so much importance on yourself to finish things.

Those are the rules of effective delegation. Now that you know them, here are three quick tips on how to find the best people to share your work projects.

Three Tips For Effective Delegation To The Best People

Tip 1: Respect them

Work together as a team and respect the people you have delegated with tasks. You can set high standards and expectations and be tough, and still have respect.

In some areas, their expertise will be better than yours which is another reason you should not be afraid to delegate. This is how your company will grow.

Tip 2: Pay them well

If you pay them well, you will have the best talent. If you can’t afford to find good people maybe your business model needs to be changed.

One Christmas I sent my contractors a bonus through PayPal. I got an email from them thanking me. The bonus moved me up on their client list. I want to represent 40% of their business so when I want stuff done, it gets done.

Don’t delay paying your team members and contractors. If you want to stand out with your clients and contractors, this is one way to do it. They should be making you returns because of how you treat them.

Tip 3: Praise them

I praise team members and contractors and anyone else if they do something well. Don’t just say, “Good job.” Be specific with your praise, such as telling them that you liked how they handled the situation and you appreciated the help.

Those are three tips for delegating to the best people. If you want to grow your business, then overcome your hesitation, and start delegating tasks to free up your time.

Summary of the 8 Golden Rules of Delegation

Delegating to the best people is key to getting yourself out of that hamster wheel and building a successful business. Richard Branson of Virgin Group says that if your team understands your vision and they work autonomously, “You’ll find that you have more time to focus on the big picture and achieve the things you need to do to make your product or service stand out.”

So here again are the 8 rules of delegation. You can also watch a recap of these rules of delegation and tips on how to hire in this video here.

Rule 1: Clarify the task in your own mind

Rule 2: Delegate to the right person

Rule 3: Always have a deadline

Rule 4: Communicate orally and write your plan of action

Rule 5: People don’t do what you expect, they do what you inspect with respect

Rule 6: Delegate responsibility and authority

Rule 7: Give praise, feedback and additional responsibilities at the end of the project

Rule 8: Don’t be a perfectionist

Have you started delegating? Comment below.

How Building A Virtual Team Lets You Build A Successful Business Without Leaving Home

October 12, 2018 by Dan Lok Leave a Comment

Virtual teams are the future of sustainable businesses, as this is integral to building a successful business from home. The remote business model dramatically reduces your needs for costly office space and office supplies, while increasing the range of talent. Any successful business leader understands the importance of limiting their overhead in order to be more profitable. Building a virtual team is one of the most effective ways to reduce your overhead, and with the right kind of people, your business could become unstoppable.

A virtual team is a remote team that is often geographically dispersed. Without face-to-face interaction, a virtual team relies on organized digital communication, with information being shared and distributed electronically. This type of remote business model can be extremely successful.

A 2017 report by Gallup found that employees who spend some time working remotely have higher engagement than those who don’t ever work remotely, and remote employees reported having a clearer job description and more motivating metrics. The report also noted that the percentage of employees who work remotely is rising each year, and that the desirable flexibility to work-from-home is consistently a major factor when talented employees are deciding whether or not to accept a job offer.

Another factor that virtual employees consider is the flexibility to work the hours during which they feel most productive. It’s not just about having the freedom to work from home – it’s also about being freed from the confines of the traditional 9 – 5 work schedule. For example, it’s very common for millennials to have a late chronotype, where they’re more productive and creative at night. It’s therefore undeniable that giving virtual team members the freedom to choose their own work hours will only increase your team’s productivity.

Now, you might assume that building and managing a virtual team will come with dicey challenges. However, it’s all about who you hire and how you motivate them. It all comes down to hiring exceptional people, because the best team wins in business. The quality of your team is more important than the quality of your services, as even a great business model can fail if its team is lousy. If you want to know how to successfully build a virtual team full of awesome people, start with deciphering the types of employees you should be seeking.

What Should You Look For In A Virtual Team Member?

Who you hire matters, and that’s why I’m going to tell you about the three types of employees to watch out for. Maybe you’ll be able to guess which type of employee is the type you want, but either way, let me explain each type:

The Grunt
The Mercenary
The Patriot

The Grunt

The Grunt is the type of employee who does the bare minimum, and they’re okay with being a mediocre employee as long as they can do their job and go home. Doing the bare minimum is doing just enough work to collect a paycheck – just enough work to not get fired. In other words, they just barely meet your expectations. It would never cross a Grunt’s mind to go above and beyond, or to exceed your expectations.

You’ll know you’re interviewing a Grunt if when it’s their turn to ask questions, all they do is ask about money instead of demonstrating an interest in the company. They’ll ask how you calculate overtime, how many vacation days they get, and how many hours they’ll have to work.

Some types of businesses have certain very basic positions that are okay to hire a Grunt for. But you don’t want too many Grunts on your team. It’s easy for an employee to do what they’re asked, but you want someone who does what they’re asked and more. That’s why you don’t want to hire Grunts.

Mercenary

A Mercenary is very transactional employee. They work for money – that’s it. Money is their main motivator. So much so, that if they ever got an opportunity to make more money elsewhere, they wouldn’t think twice. They’d take the other job regardless of what type of company it was. There’s rarely any loyalty with mercenaries.

You’ll know you’re interviewing a Mercenary because they’ll mainly be interested in how the bonus structure works and how much money they will make. Some business leaders are okay with having Mercenaries on their sales team. A lot of sales guys are Mercenaries, and because money is their motivator, you can count on them to go in for the kill. While it’s fine to hire a Mercenary for a sales role, there aren’t many other positions you’ll want to hire a Mercenary for.

Patriots

Patriots are motivated by greatness. This means that they’re motivated by something greater than money. Yes, they want to make money, but being part of something they can be proud of motivates them much more than money does. Having a sense of purpose and being part of an inspiring mission excites them more than their salary ever will.

You want the most amount of Patriots on your team as possible, because Patriots will help your business be its most profitable. They’ll want to contribute to your company’s growth, because being part of something remarkable makes them feel remarkable. They don’t just want to get paid and go home – they want to make a difference. Having a team of Patriots ensures your business maintains a growth-oriented culture.

You’ll know you’re interviewing a Patriot because instead of asking what the compensation structure is, they’re more likely to tell you about an idea they have that could take your business to the next level. When you hire a Patriot, they’ll consistently bring you ideas on how to improve the business, as they’re driven by achievement. Patriots share the company’s goals, and they find fulfillment in being be part of something larger than themselves.

When a Patriot feels proud to be on a winning team, they’ll be loyal and passionate about the company’s growth. They’re the dedicated and dependable type of employee who actually cares about the success of the company. Yes, some employees actually care about the business’ bottom line. This is a quality you must seek out, because it can’t be taught, and most employees don’t care very much about the company they work for. Patriots truly care, and are proud of what they’re part of. They get off on doing great work and making the company better. They’re hungry for greatness, and any way they can associate themselves with it.

Patriots are much less likely to nickel-and-dime you. They do expect a fair compensation, but they won’t make a point of mentioning that they worked 15 minutes overtime.

At the end of the day, you’re looking for a team of people who are loyal to the brand, and care about your company’s success as much as you do. Those types of employees do exist, so it’s all about finding them.

How Do You Find Patriots?

Be very specific in your job description. Make it clear who you don’t want. Explain the results you’re looking for and the exact qualities you’re looking for. Paint the picture of a Patriot in your job description.

You can find Patriots by paying attention to the questions asked in the interview, by noticing how passionate they are about your company, and by trying out what’s called a “Difference Test.”

A “Difference Test” is when you ask the candidate to do something out of the norm, to test their dependability and their loyalty. Pretend you want to do an initial phone interview at 4:00 AM their time. See what they say. Tests like these can really help you to weed out the flakes and find the Patriots.

What’s The Best Way To Reward Virtual Team Members?

You want to reward great work in order to keep it coming, but your virtual employees will respond differently to different types of rewards. Mercenaries and Grunts want tangible rewards such as extra pay or a cash bonus. Patriots feel most rewarded when an idea they came to you with actually improved the business, and they’re recognized for it.

In general, recognition and acknowledgement are the best ways to reward your employees. You can still implement tangible rewards such as bonuses if there is a clear system in place. Bonuses can’t be handed out at random. It should be very clear exactly what is expected of their performance to get the bonus.

Managing a Virtual Team

Virtual teams are often the most talented, and with the right people, your business stands to benefit greatly from a virtual team. The talent pool grows when your search for the perfect candidate is no longer restricted based on the talent available in your area. No matter how talented your team is, however, structuring your interactions is still crucial. Communication tools can be used to maintain order and systems.

Managing a virtual team doesn’t have to be complicated, even if each team member lives in a different part of the world. You can use digital tools such as Trello, Loom, Asana, Telegram and Slack to delegate and manage projects.

It’s not difficult to build trust and loyalty with a virtual team, either. The team will be loyal if they genuinely love what your business is all about, and they’re proud to be part of it. To maintain commitment, you can video call and chat with team members one-on-one over the phone. During these one-on-one chats is when you will give them recognition and positive acknowledgement.

Building a devoted team requires that you hire for roles – you don’t hire for tasks. When someone has a ‘role’ it means they’ve been entrusted with a ‘part’, and that’s how you instill passion. That’s how you encourage a more meaningful contribution.

Are you going to build a powerful team? What questions do you have about team building or hiring the right people? Comment below.