The Advantages Of Delegating
D
o you value yourself?
Perhaps you are successful in
your career because you have
faith in yourself to persevere or maybe you
are overflowing with the confidence to get
things done when all else fails — even if
you have to do it yourself
If you really value yourself, you will come
to realize that such determination could be
holding you back. Ask yourself this: Do you
know how to delegate?
To be a good manager, you will need to
rely on others to take initiative, solve prob-
lems and produce results. You must divvy
up your assignments and hand out tasks
for others to do so you can increase your
overall productivity and efficiency and help
grow the employees working for you to do
more challenging jobs later on.
I've heard far too many excuses for not
delegating. Here are a few of my favorites:
•I could do it better myself.
• I don't know if I can trust him/her to
do it.
•He/she isn't qualified to do it.
the right way.
•He/she doesn't want any added respon-
People don't work for money alone.
sibilities.
They work to get satisfaction. If you can
• I don't have the time to show anyone
delegate some of your work and take away
how to do it.
some of the mundane parts of
•There is no one else to del-
someone else's job, it will make
egate to.
your employees feel good. When
•He/she already has enough
employees feel good, they stick
to do.
around for the long haul.
• I don't want to give up this
Good managers teach employ-
task because I like doing it.
ees that they are being trusted and
•I'm the only person who
that they are doing and learning
knows how to do this.
new types of work so they can
• He/she messed up last time
grow. You must let them know
so I'm not giving her anything
they are not doing the boss's work;
Robert Sher
else to do.
they are doing higher-level work
Colum nist
Assume the opposite is true
because they can handle it. They
of the above bullets. Assume most people
should be happy when they realize you have
want added responsibilities (don't you?).
faith — and plans to move them up.
Assume they are keen to learn. Recognize
Many years ago, when I was chief finan-
that the short-term training investment will cial officer of a real estate company, I hired
pay off in the long term. Look around. Even a woman as a temp. I knew she had great
though you're not the boss, there are people potential. I told her I wanted to hire her and
who will help you if you approach them in
groom her for_management. I brought her
,
s9
in as a secretary with the understanding I
would teach her new skills. She quickly was
promoted to an administrative assistant
and then moved up to human resources
director. Today, she runs the HR group for
another company employing hundreds of
people.
Many people may stick around at jobs
that are not satisfactory if they feel there
is potential for advancement, but the ones
who feel there is no opportunity will be the
first to leave. Show employees respect by
giving them tasks to do above and beyond
their job descriptions. Value yourself Value
your employees. Delegate! El
Robert Sher, CPA, is a certified executive
coach. Formerly CFO and partner for Schostak
Brothers & Company, he now serves on the West
Bloomfield Township Board of Trustees and is
treasurer of the American Institute of Certified
Public Accountants Foundation. His e-mail
address is: info@bobshercom.
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April 10 • 2008
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