How much is your time worth? $25 per hour? $50? $75 or more? Is that what
your paying yourself to do your own laundry, cooking, typing, errands?
One way to optimize the use of your time is to learn to delegate chores and other
“maintenance” tasks effectively. Delegating is not just for business executives
with full time secretaries. It can be used by anyone with more to do than they can
possibly handle themselves. Anyone from a family member to a professional individual or
service agency can be enlisted to help you take the load off. The trick is being willing
to let go.
Most of us have heard ourselves or someone else say, “If you want something done
right, you have to do it yourself.” This belief is possibly responsible for more
unnecessary overwhelm than any other. Learning to let go of the notion that your way is
the only way or the best way can take a huge amount pressure off you -- and free your own
time to concentrate on those things that are really critical that you do yourself.
There are basically two kinds of delegation. Most of us know about “gofer”
delegation. Assigning a simple task (or a small batch of specific tasks) to some one else
and telling them exactly how to do it. This is the kind of delegation most of us are
thinking of when we make the statement above.
Truly effective delegation involves giving the delegate responsibility for producing a
result, and the freedom to accomplish an assignment using his or her own ingenuity,
creativity and style, within specific parameters. Delegating responsibility in this way
requires that we trust the delegate. It also requires that we be clear ourselves about the
range of acceptable outcome, and that we communicate thoroughly our expectations.
How do we decide what to delegate?
The first step is to be clear about what activities you engage in on a regular basis.
Spend a week or two keeping track of how much time you spend doing each. Activities
typically fall into four categories:
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- Desirable but unnecessary tasks
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Know which is which will help you target what can be delegated or let go
of altogether.
Step two is to analyze the reasons why you do these tasks
yourself now. This requires being honest with yourself about the nature of your
attachment. (see sidebar) It also requires being willing to let go of attachments that no
longer serve you.
Next ask yourself for each: could a subordinate, family member, freelancer or service
agency do this job adequately now, or be trained to do it?
The key word is adequately. Your delegate may never be as fastidious about some things as
you are, but perfection may not really be necessary. In fact, striving for perfection is
usually a waste of time. “Ordinary best” is typically good enough. On the other
hand, after training and practice, your delegate may actually be able to surpass you at
the job.
The final question to ask yourself once you’ve determined that a job can be delegated
is to whom should it be given. You may have someone in mind or you may need to do some
research. Once you have identified someone, you’ll rest easier letting go if you
follow these guidelines:
Be specific about the results you expect. Take time to communicate clearly. Get a firm
commitment to the completion date and/or time, and agree on interim check-ins if the lead
time is long or the job is complex. Have a follow-up system to ensure commitments are
honored, and a back-up plan in case things go awry. Delegate to objective, not the
procedure. Encourage delegates to use their own ingenuity and resources, but be available
as a guide. |
The Most Typical
Reasons for Not Delegating
“There’s no time to delegate.” It makes
sense to do something yourself if the task is occasional, rare or a once-in-a-lifetime
event. But if something is repetitive, there comes a break-even point where the amount of
time you would spend training someone else to do it equals the total time you would have
spent yourself. Thereafter, it’s all time saved.
“I can do it better than anyone else.” Probably
right now. But with training, practice and experience a delegate can be brought up to your
standard. Ask yourself whether you were as proficient as you are now when you first
started. Don’t compare someone else’s beginner’s performance with your
practiced skill.
“I’m afraid of losing control.” Delegation
is not abdication. Allowing someone else to do a job does not relieve you of
responsibility for keeping track of progress and results. You won’t lose control if
you clearly define your delegate’s limit of authority and insist on progress reports
and feedback.
“My delegates don’t have the information they need to make
decisions.” Can you give it to them? Are you withholding information
because you’re afraid to lose control? You may want to rethink your agenda.
“Hiring some one to do it for me is too expensive.”
Is it really? Paying someone a lesser amount of money than you yourself earn in the course
of doing the tasks at issue can free your time to produce higher income for yourself -- by
spending your time recruiting new clients, if you’re self-employed, or becoming more
effective at your salaried position and therefore worthy of promotion and raise. Examine
the validity of your beliefs about this. |
About the Author
Diana Dring is the Owner of Natural
Order, a professional organizing company in California, USA. |
You can contact Diana by calling her at (415) 924-9161 or by sending
e-mail to DianaDring@aol.com
Copyright © 1999 Diana Dring. All Rights Reserved. Re-Printed with
permission.
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