| If you're a small business owner or entrepreneur | | | | more money. |
| then you've probably struggled with this age-old | | | | Being too busy to delegate can be like a |
| question: 'Do I delegate or do it myself?' | | | | double-edged sword. You need to have someone |
| In the beginning of a business, we may delegate | | | | take on the work and yet you're too busy to |
| but we often feel we have to do everything. | | | | give them things to do. It's kind of like driving |
| There are many reasons for this way of thinking | | | | your car and the gas gauge light comes on to tell |
| and they are as follows: | | | | you that there's only one sixteenth of a tank of |
| 1. We don't have the money. (this is a valid | | | | gas left but instead of driving to a gas station, |
| reason) | | | | you decide you're too busy to slow down and |
| 2. We don't have the time to teach someone else. | | | | refuel. Instead, you keep on driving and eventually |
| 3. We don't really know what we should delegate | | | | run out of gas and are overly late for that |
| to someone else. | | | | meeting. |
| 4. We're too busy to even realize we need to | | | | Sometimes pride gets in the way and we feel |
| hand off some of our work. | | | | independent and think we should do everythng |
| 5. We feel independent and want to 'go it alone.' | | | | ourselves. That might be okay for a short spell; |
| 6. We don't want to give up control (this is a huge | | | | it's good to know how all areas of your company |
| fear) | | | | work, but after a while, playing a Lone Ranger will |
| There are other reasons we hold off on | | | | make you irritable, sick and you'll lose the passion |
| delegating but these are the most common | | | | for your business. You need to delegate so you |
| reasons. | | | | can do what you do best and bring in revenue. |
| Relinquishing control is the most challenging habit | | | | Finally, sometimes we don't even know what we |
| because we often feel that 'no one can do the | | | | should delegate. If you know you need to give |
| task as well as us.' We're afraid that if we hand | | | | work to someone else (signs are: frustration, |
| the job to someone else, they will lose the clients, | | | | losing revenue, not doing what you're gifted at, |
| waste the resources, make us look bad, make | | | | etc.) but don't know what work to hand over, |
| the company look bad, etc. | | | | you must have a plan. |
| Nothing could be farther from the truth (if you | | | | Start by writing down every single thing you do in |
| hire right from the start) | | | | your business. |
| All the most successful companies in the world | | | | For example, you might read and answer email, |
| only experience success when they stop doing | | | | send faxes phone clients, follow up with new |
| everything themselves and they delegate the | | | | clients, handle marketing, do book-keeping, etc. |
| things they hate, don't enjoy, don't have abilities | | | | Study your list, think about the talents you have |
| for and so forth. | | | | that bring you money and then eliminate things |
| Ever notice how some companies bypass others? | | | | that frustrate you, take you away from making |
| It's got to do with the team they hire. They look | | | | money, take too long to do, you don't really |
| for talented, intelligent people who have the same | | | | know how to do them and so forth. |
| philosophies and a passion and desire to build the | | | | Try to only focus on things that are creative and |
| company. These people have skills and abilities | | | | bring you revenue, credibility, clients, etc. |
| that their employer doesn't have. | | | | If money is a huge issue, contract out. Get a |
| That's right, never hire someone exactly like you | | | | virtual assistant or an employee to come in to |
| or you will miss out on new skills. | | | | your company and work a set amount of hours |
| Another reason small biz owners hate to delegate | | | | per week or month. This is a very viable way to |
| and hand jobs to others is because they feel they | | | | run a company. |
| don't have money to do so. | | | | For example, you may only need a book-keeper |
| I have felt this way at times because honestly, I | | | | for a few hours per month. Why hire someone |
| hardly had the money to pay myself. This is | | | | full time if you don't need them? |
| where you sometimes have to be creative. | | | | When deciding to delegate or not, ask yourself |
| If you're a coach, you might barter and trade | | | | what your time is worth. If you're charging $100 |
| your coaching with someone who does website | | | | an hour for a service and your books are draining |
| design, etc. See how you can offer your products | | | | your time, it may be worth your while to hire |
| and services in exchange for other things you | | | | that book-keeper for a few hours a month so |
| need. | | | | you can take on more clients and make more |
| I caution against just a straight barter. It's better | | | | money. |
| to pay for something and have the other person | | | | Take this week and think about where you might |
| do so as well so there is an exchange of money. | | | | bring an expert into your company. |
| This way, you will feel abundant and will attract | | | | |