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When I was first getting started in business, I had Superhero Syndrome. I wanted to do it all myself, and I didn’t want to delegate because I was scared.

I was scared that other people wouldn’t care as much as me, wouldn’t care about the quality, and wouldn’t work as hard.

I’ve actually got a video dedicated entirely to that topic coming up later this week so stay tuned.

Today, I want to talk about five things you should keep in mind when it comes to delegating.

1. Have Systems in Place

You need to have processes for how you do the work you do before you delegate a task to someone else. If you don’t have your process written down, you don’t have a process. If it’s just in your mind, that’s not enough.

Unless it’s written somewhere, you don’t have a process!

Your future employees want to do a good job. They don’t want to disappoint you. So give them confidence by showing them exactly what success looks like and exactly how things need to be done.

Before you delegate to someone, have a system in place, so they aren’t coming in and guessing.

2. Let People Make Mistakes for You

This is a big one, because it’s really tough—especially when you’re first delegating. Let people make mistakes for you. It’s okay. You are going to make mistakes as well.

You’ve made mistakes in the past, it’s just that you tend forgive yourself a little bit faster than you forgive someone else working in your stead. Have a little grace and be kind to the people you’re delegating to. Focus on making new mistakes. It’s okay if people make mistakes as long as they’re mistakes that haven’t been made before.

New mistakes are good, because they mean that you’re making progress. It’s something you should expect to happen. Don’t get upset when it does.

3. Set Deadlines

Nothing gets done without a deadline. You can always spend longer and things can always be better. This is where perfectionism really kicks in and can hinder you. It can make you feel paralyzed. Nothing ever gets done. Nothing gets shipped. Nothing gets out the door.

Set a deadline for every single thing that you do. This includes all of your projects—especially the things you delegate.

People need to know what to do and when it’s due.

It’s important your team knows when something needs to be done, because things will take as long as the amount of time that you give them. If you give something a month, it’s going to take a month. If you give something a week, it’s going to take a week.

Figure out the sweet spot of when something needs to be done and communicate it to the person you’re delegating to.

4. Focus on Results

People are going to work differently than you, and you don’t want to micromanage. If you micromanage, nothing is going to get done.

Micromanaging isn’t scalable, and scalability is the entire point of delegation.

When you delegate something, define the end result that you want: what is the goal? Where are we trying to go? You want to paint a picture of desired outcome.

Don’t just give people tasks, because then they’re performing actions without understanding the “why” behind it. They’re just doing things, and you’re going to end up micromanaging the things they’re doing and how they’re doing them instead of focusing on where you want to go and why you’re delegating this in the first place.

Let people know why you’re delegating. They can often help you get there faster than it would have taken you if you would have done it your way. Don’t worry that other people are going to do things differently than you might have done them.

Empower your employees and give them the resources and autonomy to do what they need to do, and be happy you got where you needed to be.

5. Match Responsibility With Authority

You can’t be responsible over something over which you have no authority. You have to be able to exercise authority in a given domain in order to be responsible for it. Match the responsibility you give people with the authority to make sure it gets done.

When you give people authority and they have the responsibility to own their mistakes, it means you can also give them recognition when they succeed.

If they aren’t responsible for mistakes, they can’t be responsible for success—and it’s important to recognize success.

Overwhelmed, Overworked, and Need Help You Can’t Afford

If you’re like me, you started a business because you wanted freedom, but you end up feeling overworked, overwhelmed, and you’re exhausted. You have more work than one human can possibly do, and you need help. You need to delegate.

You need people on your team, but you can’t afford it. What do you do when you’re in this place where your business is doing well enough that you have so much work you can’t handle it all, yet you can’t bring someone else on to help? I’ve been in this place, and I was stuck. It’s basically a chicken and the egg problem. Which comes first? Do you hire people to help, or do you try to get more work to make enough money to hire people?

I stagnated for years. I let this problem waste years for me, and it ended up running my business into the ground. The business stagnated and I ended up selling it for way less than it was worth. That’s why I want to help you. Next week, we have a live three day workshop called Hiring Bootcamp. You can learn more and save 50% when you enroll at HiringBootcamp.com.

If you’re watching this later, we’ll have recordings of all three day sessions available at HiringBootcamp.com.

Build Something Bigger Than Yourself

You know you need help. You know you need to hire someone on your team. You know you could grow if you delegated, but you feel like you don’t have time to make this a priority. If that’s how you feel, this workshop is for you.

Check out HiringBootcamp.com and get back your time and freedom.