More Than WE Know

A few weeks ago Sarah Natividad asked me to write about how to determine what tasks to delegate or even outsource. 

It was a good question, because each person’s list is going to be different, based on her own particular skills and goals. 

So, I’d like to share some questions to ask yourself when determining whether a task is appropriate for delegation.

1) Does it require an expertise that you do not have?

This is usually the easiest type of task for us to delegate because we know we can’t do it ourselves. We don’t spend any time feeling guilty about asking someone else to do it or worrying that they won’t live up to our levels of perfection. 

Depending on your own mix of talents this might be tasks like - calculating your taxes, managing your books, writing your contracts, creating your website, etc. 

2) Is it routine, repetitive, or does it require very little skill?

Ironically, these tasks are sometimes hard to give up. They seem so simple that we underestimate the amount of time and energy that they consume.  Unlike the first category that requires expertise we are willing to pay for, we find ourselves hesitant to pay for this type of service. We rationalize that we can just do it ourselves.  But it is important to remember the opportunity cost involved - if you are doing these tasks you are using up time and energy you could be spending on more important work.

Items that fall into this category could be tasks like answering the phone, opening the mail, creating spreadsheets, packaging shipments, running errands, etc.

3) Is it low-risk?

While we often think that absolutely everything in our business must be done to perfection, the reality is probably not that dramatic.  Truth be told there are times when good enough is really good enough. In fact, it’s even better than good enough if it means you can put your focus elsewhere on more critical things. 

The way to tell whether a task is low-risk is to ask yourself “If this doesn’t get done on time, or doesn’t get done right - what’s the worst that could happen?”

If you can live with the worst consequence - then it is low risk.

Low-risk items might be setting up your filing system, responding to routine email, organizing your office, etc. I also tend to include things like housecleaning and other chores into this category.

4) Is it something that another person could do?

Notice I didn’t say - is it something another person could do as well as you? This is usually the hardest category to let go of. In fact, it might even be the core of your business. 

Sarah Natividad faced this in her business when she outsourced the development of her product - baby booties - to other people to manufacture. 

She gave up the very task that she founded her business on - crocheting booties - in order to focus her energies on marketing her products and creating new designs.  This gave Sarah the opportunity to take on a large wholesale export order from a boutique in Japan - something she never would have had the opportunity to do if she felt she had to do everything herself.

By now you might be starting to wonder what will be left for you to do in your business if you delegate all of those tasks!  The answer is - the good stuff!

The following criteria indicate tasks that are not good candidates for delegation and should be done by you.

1) Is it sensitive?

A sensitive task might be creating a proposal for new business, dealing with an irate customer or managing an underperforming employee, etc.  If it is something that should be kept confidential - then it belongs with you.

2) Is it high-risk?

When you determine that you can’t live with the worst case consequence, or even the medium-case consequence, then a task is high-risk.  Examples of a high-risk task include negotiating a contract, wooing a new client, responding to the media, etc.

3) Is it something that only you can do?

By this question, I really do mean that it is something that only you can do - where your presence and your unique gifts are really necessary.  An example of this is networking. While other people can certainly do referral networking for you, at some point you are the one who needs to step up and meet the prospective client or customer. 

And if you are a solo professional, then this is also where you would provide the technical service or skill that your business is about, be it accounting, consulting, coaching, public speaking, etc.

4) Is it strategic?

A task that determines the direction your business is going to take should be done by you. In fact, this is where you want to be spending the majority of your time - analyzing what’s working and why it’s working, anticipating trends in the marketplace, identifying opportunities you haven’t explored, letting go of opportunities that haven’t panned out, expanding your products and services, refining your brand and your unique selling proposition. 

You might get help and input on these things, but they are really the core of your business and at the end of the day, you want to be sure these decisions are made by you.

So, those are my criteria for determing whether a task should be delegated - now you tell me - what did I forget? What do you use?  Do you think I propose delegating too much, or do you think it is possible to cut even deeper?

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