GG: Recruitment’s No1 rated advisor. Founder of The RDLC & RecCeleRated Networks. Accurately Opinionated. Tennis, Golf & Banter. “Always be owed a favour not a fiver” NED & Business Driver
Too many leaders find it difficult to explain themselves clearly and pass on responsibility with confidence. As a result, they end up being the limiter to their own business. It’s a bad coach that says if a job’s worth doing, do it yourself. Why? Because if you skill your people up and delegate early, you’ll make them feel embedded in your business and ultimately build a succession plan.
Here are five tips for doing exactly that:
1. Champion your weakest link
People should play to their strengths in business. But that doesn’t mean abandoning your duty to ensure that everyone in the team becomes a well-rounded recruiter. After all, you’re only as good as the weakest person in the group.
If someone is bad at an aspect of their job, make them champion it. For instance, put the poorest reporter in charge of keeping the board, CRM and reporting 100% accurate. If they do, the team gets a reward. If they fail, it’s on them!
This changes behaviour and brings the average level of competence up to excellent.
2. Train people to train others
It always amazes me how much better people listen when they know they need to pass information on to a peer. So if you’re trying to train somebody, tell them they’re going to train the next person coming through the ranks.
They’ll concentrate, take good notes and make sure they fully understand – no going through the motions. What’s more, it makes your team comfortable with training and coaching from the get go. You only need to be one page ahead to be the fountain of all knowledge.
3. Have as many managers as possible
It’s tempting to pick one leader and back them when looking at succession. However, you’ll get a lot further as a business if you break down your team into agile scrums, with five or six leaders managing a couple of people each. This builds competition and makes it easy to work on multiple tasks and projects at once.
4. Engage every member of the team
While every business needs a management structure, don’t delegate only within the leadership team. If you’re looking to engage staff, make sure the entirety of the group has a role in your success.
Following meetings, for example, break down key tasks. If there are six actions, distribute them amongst six people rather than assigning to one. Let everyone know what you want, when, and the quality level you expect from them – no ambiguity. People will always try to please you, so help them do so by giving very clear direction.
5. Empower people to run with ideas
Some individuals in the business will be more proactive than others when it comes to impressing you. Encourage this, and give the people that come to you with ideas the opportunity to run with them. I wrote recently about the importance of having finishers as well as starters in the business. If you can’t be both as a leader, it’s invaluable to identify people who fill the gaps.
Delegating takes patience, and it may often seem easier to do it yourself. However, if you want to free yourself from day-to-day operations and build a succession plan, you must invest and believe in your team.
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