Everybody knows that the main limitation of any business is its founder.
They never have enough time to keep up with everything.
What can you do about it? Just delegate, they'll say.
Somehow it doesn't work that way.
Trying to delegate usually results in the idea that all your staff are jerks.
“If you want something done, do it yourself.”
In some cases, it's true: they may be just a bunch of jerks; delegating to them makes no sense; no idea who hired them (it was you).
But it's not always the case.
No matter how good the hiring is, if you don't have systematic delegation working, if people don't take responsibility for the results and don't run after those results with that responsibility, nothing will happen.
To make delegation work, finally get off their backs.
What does it mean?
It means give them a chance to achieve the goals they want to go for.
What do we most often find when watching a founder complain that they're not getting results?
We see them pushing their goals to the team, while not really noticing the goals the team wants to go for.
The Growth Tracking Methodology includes a management object framework.
It helps solve this problem on a regular basis.
Every week, at team meetings, we figure out where the team wants to go and then sync it with the founder's expectations.
Consultants ask lots of questions. Answering them, the team identifies where they need to focus during their weekly sprint.
Then they create hypotheses themselves or ask for help.
Here the founder can push them forward a bit and give some information so they can make hypotheses.
But it's up to the team to decide what tasks to perform to test these hypotheses.
Since they have decided for themselves what to do, they're very likely to go and do it.
And if not, then we have a regular system, so you can get why it didn't work and identify other limitations.
So, to make delegation work for you, think back to your team.
Give them a chance to achieve their goals, and stop forcing your vision on them.
If you have some troubles with delegation or want to learn more about my methodology, mail me so we can deal with it together.
They never have enough time to keep up with everything.
What can you do about it? Just delegate, they'll say.
Somehow it doesn't work that way.
Trying to delegate usually results in the idea that all your staff are jerks.
“If you want something done, do it yourself.”
In some cases, it's true: they may be just a bunch of jerks; delegating to them makes no sense; no idea who hired them (it was you).
But it's not always the case.
No matter how good the hiring is, if you don't have systematic delegation working, if people don't take responsibility for the results and don't run after those results with that responsibility, nothing will happen.
To make delegation work, finally get off their backs.
What does it mean?
It means give them a chance to achieve the goals they want to go for.
What do we most often find when watching a founder complain that they're not getting results?
We see them pushing their goals to the team, while not really noticing the goals the team wants to go for.
The Growth Tracking Methodology includes a management object framework.
It helps solve this problem on a regular basis.
Every week, at team meetings, we figure out where the team wants to go and then sync it with the founder's expectations.
Consultants ask lots of questions. Answering them, the team identifies where they need to focus during their weekly sprint.
Then they create hypotheses themselves or ask for help.
Here the founder can push them forward a bit and give some information so they can make hypotheses.
But it's up to the team to decide what tasks to perform to test these hypotheses.
Since they have decided for themselves what to do, they're very likely to go and do it.
And if not, then we have a regular system, so you can get why it didn't work and identify other limitations.
So, to make delegation work for you, think back to your team.
Give them a chance to achieve their goals, and stop forcing your vision on them.
If you have some troubles with delegation or want to learn more about my methodology, mail me so we can deal with it together.