In one of her books—Work Less, Do More—Jan Yager zeroes in on discussing delegation. “It’s an important thing”, she states, claiming, quite rightly, that you can’t participate in modern business without it. Looking at other publications, like If You Want It Done Right, You Don’t Have to Do It Yourself by Donna Gennet or The Art of Delegation by Charles Malone, one can see that delegation is right on trend.
Are you doing it right?
Many would argue that delegating is easy, but they’re confusing real delegation—empowering, sharing and trusting—with asking someone to run and fetch a coffee. In order to make the whole thing work you should strike a balance between being a reckless chief and control freak over responsible consignment.
No article about delegation is complete without referencing the classic Steve Jobs quote: “It doesn’t make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do.”
Why Delegate Responsibilities?
If there is one thing undoubtedly true for most entrepreneurs, it’s that we’re generalists. We are forced to be, because when we take up the torch of our own business, there aren’t that many people who are willing to help us. And we cope with dozens of different tiny things, we develop experience in almost everything and eventually we cultivate opinions about almost everything. That’s not a bad thing, and being a real-know-it-all generalist might become a blessing in disguise. There is a certain beauty in being able to drill down details, regardless of the area or discipline, and question decisions based on a holistic perspective.