I am great at one or two things. Good at a couple more. Okay at a lot of things and pretty bad at others. I don’t always know what my strengths are, and it’s often interesting to have them pointed out by someone else, but I have a generally good idea of what I can and cannot do well. Maybe you’re the same.
Yet, often, even at my age, I find myself wrestling with things that I really should learn to just pass on to someone who could handle them with ease. I don’t know if it’s arrogance or fear. I do know it’s a waste of time.
One of the greatest gifts you can give yourself as an entrepreneur, is to learn how to delegate. There are many things that drive my business, and only some of them are things that I can do well. Helpfully, three of them are things that I excel at, but the others, are simply things that if I choose to do them personally, will hinder growth, probably forever. Sales is one. Marketing is another. I know people who are outstanding at these things and it doesn’t make any sense for me to try to do what they do better than I can. My concentration is better focused elsewhere.
Delegation is key to growth. It’s also the most liberating feeling in the world when you finally learn to embrace it. That part is at least not new to me.
But here’s what I keep rediscovering: delegating the stuff you can’t be great at is only helpful if you get serious about the stuff you can be. In my case it’s research, content creation and delivery, and delegating the sales and marketing of that frees up more time for me to do it. If I don’t use that time fully though, the team doing sales and marketing will quickly find itself recycling old material, which defeats the object.
The point in delegating sales, as an example, is that there will be far more deals closed by someone who loves to focus on business generation. If I don’t give them updated or even brand new things to sell however, their results will be no better than if I did it myself.
Delegating therefore isn’t about getting work off your back so that you can do less. It’s about getting the wrong work off your back so you can do more of the right stuff. It’s not less work; it may be more. I think, however, it’s what Americans may call ‘finding your bliss’ or something like that.
I’ve never been afraid of hard work. I don’t think you can be and still be serious. I am however, terrified of futile work. Time invested to no good end. If you’re to use the best of your talents, assuming you know what those things are, you simply have to let go of the rest and find someone else to do them.
There’s an irony though. The one thing you can’t delegate is the act delegation itself. And that’s the one thing almost nobody is very good at.