Many CEOs think delegation is as simple as assigning a task to a team member.
Wouldn’t that be nice?
But when things don’t go well…
It makes you less likely to trust your team, and you end up taking things back.
You spend more time on non-CEO tasks; and it gets harder and harder for you to let go.
And if you can’t let go, you aren’t actually delegating after all.
Remember, poor delegation affects your role as a CEO.
And limits your business’s potential.
On this week’s episode of The Scale to Seven® podcast, I’m going to talk about the biggest delegation mistakes that leaders make.
I’m sure you’ve struggled with these mistakes before.
And if you’re like most 6-figure CEOs, I bet you’re still struggling with them.
So here’s the episode where you learn how to overcome these delegation mistakes so you can meet your true CEO potential.
What You’ll Learn from this Episode:
- 3 biggest delegation mistakes that leaders make
- How these mistakes affect your CEO role
- How to overcome these delegation mistakes
Featured on the Show:
Welcome to Scale to Seven®! Your behind-the-scenes look at what it really takes to scale your business to seven figures. I'm your host Kathryn Binkley, business and leadership coach for online entrepreneurs. Here's what I know, building a business that will generate millions requires the mindset, strategy, and action of a future seven-figure CEO, starting now. Ready to Scale to Seven®? Let's go!
Alright, I'm back with Episode #74 of the Scale to Seven® podcast. So glad to have you here. Thanks for tuning in. And I want to talk to you today about some of the biggest mistakes that you're probably making with delegation. Many CEOs believe that delegation is as simple as just assigning a task to someone else. And that sounds great, right out of sight out of mind. That sounds amazing. You delegate it, and then you get to go about doing what you want to do. And that sounds amazing until things don't go well. Things blow up. And that leads to some struggles with trusting your team, it leads to micromanaging, it leads to you taking things back and actually holding on to things versus letting go. And ultimately, poor delegation leads to not delegating and that means you're still spending your time just countless hours doing things that you shouldn't be doing. The things that aren't at that CEO level, the things that aren't within those CEO level responsibilities that we talked about in the last episode.
So if that's you, and you've struggled with delegation before. If you really hesitate to even want to hire a team or delegate to a team, pay attention, listen up, today is for you. But not only that, we do have a workshop coming up called "Delegate to Elevate". And if you want a proven framework to delegate successfully, so that you can avoid all those problems I just mentioned, then definitely register for this workshop delegate to elevate and learn how to free up seven-plus hours per week of your time, step into your CEO role. And do all of that without lowering your standards, your revenue, or your sanity. Most of you are delegating, but there's a lot of drama around it. So we also want to make sure that we're saving your sanity. Go to kathrynbinkley.com/delegate, if you want to sign up for that workshop. And you'll get all the details. And we'll see you there soon!
Now, let's get into these mistakes because I know that you're making some of these mistakes. The first mistake is delegating low-impact tasks. So you finally bring on a team, and you don't know which tasks to delegate, first you start to delegate but you delegate the wrong things, or you just delegate the wrong things first, and what does that actually mean? Which tasks should you delegate first, you should be focused on delegating the tasks that are going to save you time, that are going to drive results that are going to protect your energy, and that are going to help you focus on your CEO level responsibilities. So what does all of that mean? Delegating high-impact tasks means tasks that truly save you time, and not just a few minutes here or there. But boatloads of time. So in fact, I might even say instead of the mistake being delegating low-impact tasks, what you should really do is delegate high-impact results or outcomes.
I want you to shift from focusing on delegating, just implementation, to empowering your team to take on responsibility for results. And when you can empower your team to get results without dependence on you, that's when you're gonna see some real-time freed up. You also need to focus on delegating things that protect your energy. Here's a couple of examples. I've heard things like customer support, like if you ever get complaints from people about like, this little thing in a little digital product or something if you have failed payments that happened. If you know you're just having a lot of back and forth customer support, then that's an area that you want to keep your brain away from, because that's going to drain your energy to hear that people aren't having the best experience or to handle all of those failed payments. Now, it doesn't mean we are keeping secrets from you, that we're keeping things from you.
What we're saying here is protecting your energy so that you're not distracted. These are things that can be handled with clear systems and processes and that you don't need to have on your mind. Because when you hear of a failed payment, or a client cancellation, or something like that, then your brain gets completely shifted away. And your brain also goes into this mode of either scarcity or just some other mindset concerns around whether you're even good enough to do what you're doing. And we need to protect your mindset, protect your energy. You also want to delegate tasks that drive results and what I mean by this is, when you're working with a team, delegating the items that are going to lead to a positive ROI, and not focus on just keeping people busy, so many CEOs come to me, and they say, this just feels like so much work, because I'm trying to find things to keep people busy. If you can align people with your vision and goals, give them that picture of where you're headed. And you can ask them for recommendations, you can ask them to figure out and take initiative to come up with what they need to focus on in order to get results versus you having to figure out every little thing to hand over. So make sure you're delegating things that are going to drive results, and not focused on just keeping people busy. And then focus on those higher-level CEO responsibilities. And so that means if there's something that's really pulling you away from that, that you're focused on, you need to try to delegate it so you can shift your focus back.
Mistake number two is failing to set your team up for success, this one's huge. This is what most entrepreneurs missed. Because as I said, you just want it out of sight, out of mind. And so you delegate it by just communicating pretty quickly, in your own language, and because you can see it so clearly in your mind because you're a visionary type, then you're communicating something that's so clear in your head, but you're not really communicating clearly, and your team is confused and they're really just not set up for success. So, this starts with choosing the right team member to delegate something to making sure that it's very aligned with their skill set, the level of ownership that you can entrust them with, are they someone that can only handle the implementation? Or can they handle management, strategy, or vision for that specific project or responsibility, or result? Then you want to make sure that you're taking the time really investing time and training and teaching them.
You can't just tell them what to do, you really sometimes need to show them, and verify that they can do it. You can't just assume that they'll figure it out. Yes, you can hire resourceful people who will figure things out, but you can't assume you have to verify. So making sure that they have the right skills, the knowledge, or that they get up to speed and perform that well. So providing some of that accountability, right? And then give them the right resources, the right tools, like learning materials, courses, SOPs, access, passwords, assets, whether it's, you know if they need copy, or graphics or something to do their job if there's hardware, or software, whatever it is making sure that they have all of that. And then lastly, just clear expectations, clear guidelines on when things need to be done, what the definition of done even looks like because they might have a different interpretation. So try to make that all crystal clear and set your team up for success. It takes a little more work upfront, but it saves so much time and you're redoing things when they're mistakes later.
Mistake number three, is over or under controlling the work, right? So you delegate something, and then either you're over-controlling, or you're under controlling. What does that even mean? That means that you either micromanage, or you abdicate responsibility. So you've got to figure out what does enough room What does enough space autonomy, in other words, look like when you delegate this task? And that might be different for different types of people, for different roles, for different levels of responsibility, maybe even for a different length of time-based on how long we've been with you and working with you.
So the question is, can you truly let go? Do you need to let go of more and give them space? Or are you trying to let go too fast and abdicating responsibility walking away and leaving them in a sink or swim situation? Instead, we like to take a scaled approach, where you start in a more high touch scenario, and then scale that back over time. All the time, of course, following up and providing some level of accountability on their level of like their quality of work, and for results through measurable key performance indicators or KPIs. So those are the three big mistakes we see people making when they delegate. And those are just to recap, delegating low impact tasks, failing to set up your team for success, and either over or under controlling the work. You've got to learn to let go and lead.
If you're ready to delegate, if you're ready to elevate, then you need to get in the Delegate to Elevate Workshop. I know I mentioned it before, but just a reminder, we're going to teach you how to free up at least seven-plus hours per week step into your CEO role. Without lowering your standards, your revenue, or your sanity, you're going to learn how to successfully delegate to a team so you can free up your time. Go to kathrynbinkley.com/delegate and sign up for the workshop today.
Hey, if you're ready to Scale to Seven®, I want to invite you to join the Scale to Seven® Mastermind. It's my coaching program designed to turn your online business into a self-sustaining scalable business that can generate millions. Just head over to kathrynbinkley.com/delegate We'll see you inside!
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