Delegating

If you've built a business up from scratch, it can be difficult to concede control to other people. But if you get bogged down in everyday tasks, it can have a negative impact on your business's long-term development. Kat Knight looks into the benefits of delegation and investigates how to go about it

Are you always over-stretched and constantly having to work long hours? Are you reluctant to let anyone else make important decisions? Are some tasks being rushed or not completed because you simply don't have the time? If any of these are ringing true it could be time to learn how to delegate tasks to others.

The negative effects on owner-managers of not wanting to delegate are often seen by employment law adviser Amanda Galashan. "They have trouble delegating because they don't like to give up control," she explains. "But they can become stressed and overworked, and as a result things don't get done properly.

"If you're too entrenched in the day-to-day running of your business, this can hinder its development," she warns. "And it can cause resentment from your employees, because they're not being given the responsibility they feel they're capable of taking on."

First steps

It's never too late to learn to delegate. Independent SME business adviser Frank Thaxton recommends some steps to take. "List every one of your tasks," he advises. "Think about whether it's essential that you personally carry them out." This will help you identify tasks you can delegate.

The next step is to think about which employees are best placed for you to take over. "Face-to-face communication is crucial," stresses Thaxton. "You have to get your employee on board. Avoid being prescriptive about a task - ask your employee how they would deal with it." Be clear about timescales and objectives, as well as sufficiently motivating your employee about taking on the added responsibility.

You might decide that none of your employees is adequately equipped to take on some tasks. In this scenario, you should provide them with training. Failing that, you could outsource some tasks instead, such as accounting, marketing or recruitment.

Letting go

As Thaxton points out, learning to delegate effectively takes time. "You might find that you're doing more work to start with. Your employees might need extra training as well as plenty of support. But over time you should find you can step back and give the employee greater autonomy," he advises.

Ultimately, you will always retain overall responsibility. You can't simply dump a task on an employee and then abandon them. "It's delegation - not abdication," says Thaxton. "You have to ensure that the employee feels supported. Manage them as much as you, and they, feel is necessary."

Managing closely is a different thing to being overbearing, though. "Don't monitor them too much," Thaxton warns, "or they'll feel under pressure that they're not doing the work exactly how you would do it or would like it done."

Reaping the benefits

Effective delegation, when it becomes an established and successful pattern, should benefit you, your business and your employees. You will be freed up to focus on more strategic business decisions and you'll be making more of your employees' potential.

"Your staff will be much happier and will develop in their roles; you will do a better job and your business will be more successful as a result," says Thaxton. "And your own working day can be less stressful, more rewarding, and shorter!"