Real leadership is rare; micro-management is all too common. Business owners, please stop trying to play every darn instrument yourself and start conducting the orchestra. If you don’t conduct your team, who will?
As a strategic business owner, your primary aim should be to
develop a self-managing and systems-oriented business that still runs consistently,
predictably, smoothly, and profitably while you are not there. You should shape and own the business system
and employ competent and caring employees to operate the system. You should document the work of your business
so that you can effectively train others to execute the work. You must make yourself replaceable in the
technical trenches of your business. To
repeat, define and document the specific work to be done and then train and
delegate. Don’t suffocate the talents
and growth of your employees.
Don’t be a super-worker, be a supervisor! Stop the “I’ll do it myself” and “No one does
it as well as I do” attitudes. Learn to
delegate. If someone else can do
something 80-90% as well as you, give it up!
Do not spend a dollar’s worth of time on a dime task. Know your areas of brilliance and delegate
most everything else. Do those things
that only you can do as the owner and delegate the rest. You need to free up time to do leadership
activities that make the business vision a reality. However, be sure to delegate, not abdicate or
dump. Stay in touch with the person and
their progress.
To help with delegation, you must have the work to be done
well defined. You cannot delegate
non-specifics. Next, you must adopt the
attitude that your time is valuable and learn to discriminate between various
activities. Before doing a task, ask,
“Does this task lead directly to increased profits, significantly reduced
costs, improved customer satisfaction, or to me building a better
business”? If it doesn't, dismiss the
task or delegate it. Or ask, “Is this
task worth $100-$200 per hour?” If not,
find someone else internally or externally to do this task at a cheaper
rate. You must realize that your
leadership thoughts and actions (building systems, leading, planning, holding
people accountable, coaching other leaders, etc.) are worth at least $200 per
hour. If not, you will never learn to be
effective at delegation.
By all means, get out of the way of your managers and
workers. Don’t meddle. Instead of doing their jobs, help them to
clarify their roles, responsibilities, goals, and tasks and then simply hold
them accountable for getting things done.
Be sure to monitor your employees’ performance; don’t try to control
them. Coach more and play less in the
actual game.
Once they demonstrate competency and character, give your
employees the authority to make things happen.
Let them do their jobs. Let them
tackle stuff on their own and come to you only when they need further
guidance. Instead of micro-managing the
process, manage by results. If you set
up your systems correctly and train properly, you will be able to manage by
numbers and on an exception-only basis.
I imagine and hope that you are paying your employees and
managers good money to do their jobs. If
so, get out of their way and let them perform.
If you aren’t paying adequate wages, beware! If you pay peanuts, then expect to attract
monkeys.
Leadership is less about doing, more about thinking,
planning, and overseeing what others do.
You are to create jobs, not work a job.
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