We lack of organizational structure. Not everyone can be a manager. We might not recognize lead candidates — I’m not sure what a lead is, anyway. I don’t know how to delegate without giving up control. I can’t leave unless I give a list of things for people to do. They don’t take the initiative to get things done. And it gets pushed back to me when things aren’t done. I feel bombarded. What should I do?
Thoughts of the Day: Building organizational structure is stage two of a hallmark company. Figure out what you have to work with, and how best to organize employees into more efficient groups. Learn to delegate without giving up control. It’s important to make sure employees know where the company is headed, and what role they play in helping the business get there. Conduct regular meetings, and work with teams to build a Next Action Steps list. Then review and discuss progress.
When you learn to delegate without giving up control, you transition from ‘entrepreneur’ to a ‘business builder’.
Most U.S. companies never make it out of Stage 1, Entrepreneurial and Opportunistic, even though the financial rewards are in Stage 2. Stage 2 companies are significantly more efficient, profitable, stable, and successful. Learn to develop and lead a committed group of people. Organize them into teams heading in the same direction, working towards business growth and owner satisfaction.
Look for people who have these attributes:
- intention,
- goal orientation,
- drive to succeed,
- ability to learn and create solutions.
Employees with these key attributes are the future leaders of your company. Give them an opportunity to hone their skills by asking them to lead their peers.
People talk about the necessity of delegation, especially for business owners, a lot. It can be harder than it sounds, but there are some key ways to get on the right path to delegation. Ask your people to step up, be open with them about your willingness to delegate tasks and projects. Encourage your team to take ownership, be accountable, and think their way through problems, and seek outside education to help employees develop into leaders.
When problems arise – and they probably will, that’s okay – ignore your initial gut reaction to criticize and pull the task away. Instead, ask your teams to report on their assessment of what went wrong and what they’re going to do about it. Can’t emphasize this enough – Resist the temptation to step in to take over. Let the teams work together to figure out the solutions, be there to give advice if asked, but don’t try to take over or micromanage. It can be scary to let go, but if you believe you have hired good people, trust the process. It takes practice to make delegation a habit.
Most small business owners say the business should have a business plan, but they don’t have one.
It can be hard to follow a leader without knowing what the plan is. If you’re a business owner without a written plan, chances are the plan is not clear. How are people going to follow your lead if you don’t know where the business is headed? It makes a difference, so write it down. Some business owners fear writing a plan because what if things change? What if they pick the wrong direction? Or what if people don’t agree with it or won’t follow your lead there? All valid concerns, but sometimes it’s best as leaders and owners to push past insecurities for the better of the company and the people we employ.
Stop worrying. Delegate without giving up control. Start writing things down. Some people will stick with you for a long time, others will have a shorter stay. No matter the length of time, make sure they understand and can follow your lead.
Establish a weekly meeting schedule, review what’s done and what’s next.
- Brainstorm with the group a list of things that need to get done.
- Put names and dates to each item on the list.
- Check back in weekly to see how things are progressing.
- Re-date past due to items and check off things that are done.
- Add to the list – make it a living, breathing document that everyone can use to stay on point and measure progress.
- Discuss what else needs to be done, tackle additional needs.
It’s a work in progress. As your group builds skills at stepping up, increase the tasks you delegate. The load will start to come off your shoulders. Give up control to gain control, trust the process – it works.
