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How to delegate

by Theresa Perez
6 replies
I have always believed in the saying, "If you want something done best, do it yourself".

But now that I'm establishing my IM business, it looks that finally, I will have to delegate the more mundane tasks.

Now to me, it seems that the best way to do this is to do the task yourself first, then establish a system that you can then make a model out of. This is what you give to whoever you hire.

My questions are:
1. How long would you micro manage the people you delegate to before you actually leave them to it?
2. Would you still check the process or just weigh it against the results?
3. How often would you check?

Thanks for your input.
#delegate
  • Profile picture of the author goindeep
    Play this music constantly in the background


    and smoke cigarettes while wearing sunglasses inside.
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    • Profile picture of the author Theresa Perez
      Originally Posted by Andrei Rotariu View Post

      Play this music constantly in the background
      Thanks Andrei.

      I've always wondered what the title of this music is, and been meaning to search for it.

      But I always associated this music with something big is about to happen, and usually not in a good way. So not sure what you mean as to why I should play this?
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  • Profile picture of the author MidlandsMarketer
    I have always believed in the saying, "If you want something done best, do it yourself".

    But now that I'm establishing my IM business, it looks that finally, I will have to delegate the more mundane tasks.
    Great! This is the first step towards moving from an employee to an entrepreneur mentality.

    I'd also advise that you stray as far away from possible from terms such as 'micromanage'... they're not good for your health or sanity!

    Whenever I outsource, after choosing a service provider through my selection process, I pretty much let them get on with it. After all, one of the main reasons for outsourcing is to reduce the stress of dealing with a variety of mundane tasks.

    To give a proper answer to your Question 1) though, I'd say that I typically give the outsourcer a small task (such as a single article, or a limited backlinking campaign). After this has been completed, I can analyse the results and either: make any suggestions for improvements, ask for more of the same and give them a bigger task, or if the results are truly terrible get rid and find someone else.

    As for 2) and 3), it depends on the task that I've outsourced. I'm still at the stage where I will personally read all articles to make sure that they're good enough for use, so this is incredibly easy to check. For other tasks such as backlinking, I require that my outsourcers send me a report at the end of every week and after the completion of certain tasks. This allows me to measure the effectiveness of what they're doing and if they are working efficently.

    Hope this helps!
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  • Profile picture of the author David Crossland
    Of course, the answer depends on the work you are delegating.

    How critical is the task that you have given them?

    Sometimes checking on them early in a task is good because you can sort them out before a lot of time is wasted.

    Also, it's important that, for some jobs, you don't find later that they started taking shortcuts or using their initiative when this might affect the final result for the worse.

    So, best to catch them early!

    Of course, sometimes using initiative is what you want. And people may surprise you with what ideas they come up with. However, to begin with you need to keep them on a short leash until you have built some trust in their abilities.

    Remember, they may be good at somethings but not at others. And your checking on them may present you with opportunities to coach them in your ways of doing things and your way of thinking. They also need to learn what's important to you so they will work accordingly.
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  • Profile picture of the author Theresa Perez
    Thanks for the replies!

    You're right about using more positive terminology, MidlandsMarketer. I was more resistant to management whenever I thought they were doing this to me.

    As you mention, SimpleSimonDotCo, people have different ways of doing things. I could be stifling their initiative which could produce better results than if I forced them to follow a step by step plan. This could also sap enthusiasm & motivation

    As you both say, the amount of control depends on the task. And I suppose, the impact of the employee's individuality on the whole process.

    Now, to practice letting go of control... :rolleyes:
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    • Profile picture of the author Christopher Fox
      To tell you where I sit before I tell you where I stand, I have no IM delegation experience, but I have almost twenty years experience managing people. From an industry where the customers were companies like Lockheed Martin and Ball Aerospace with projects that carried contracts that had $10,000/day late delivery penalties, to drunken/drug addled folks in the bar and nightclub industry to knucklehead skibums operating snowcats all night long.

      All told, I have managed hundreds of people. And, without fail, the more menial the task, the more active management was needed.

      There is no one answer or set of rules. Everyone is different.

      My suggestion is to make sure, first and foremost, that you communicate very clearly what your expectations are for their tasks. This is your business on the line, so any mistakes they make you must take responsibility for - so, initially, watch them like a hawk. Review everything they do.

      From there, you just have to play it by ear and let them earn your trust. And you will certainly find that some will earn your trust much sooner than others. Once they earn your trust, you can relax, but you need to make sure you are doing occasional reviews. People get lazy. Especially with mundane tasks.

      Hope that helps.
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      One man alone can be pretty dumb sometimes, but for real bona fide stupidity, there ain't nothing can beat teamwork.

      - Seldom Seen Smith
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