Unbound with Chris DuBois

I'm sick of being the bottleneck in your business. Well, today you can learn how to delegate like a pro. So you can ditch the micromanaging, and avoid becoming the boss from hell.

Are you a leader trying to get more from your business in life? Me too. So join me as I document conversations, stories and advice to help you Chivo mentors in your life. Welcome to unbound with me, Chris DuBois.

Welcome to unbound where today we have a longer episode because I have actually taken notes today. Because this is a topic that is very important to me. And I wrote the guide on how to do this. And so what I've done is taken apart this guide on how you can better delegate with your teams, I've kind of deconstructed it changed a bit. And now we're going to talk about it in podcast form. So you can always go to leading for effect.com. Grab a copy of the guide there if you want, or you can listen to my sultry voice walking through how you can not be in a hole as you try to lead your team.

First, delegation is a critical skill that all leaders need to master doesn't matter how big your team is, if you cannot hand off the task and trust that it's going to get done and feel confident that it's actually going to be accomplished, right, you are going to struggle as a leader delegation allows you to get way more done by working through your team. So in this episode, we're going to break down some of the key steps for how you delegate effectively. And we're going to show you exactly how you can maximize your team's efficiency by following this. So why delegate one because I know you're probably sick of wasting your time doing everything yourself, give it you don't need to. I've heard so many leaders who just get stuck in this mode of believing that if they're not there, nothing gets done. If that's true, either your business is too complicated, which you can fix, your team really does suck, which you can fix or you don't know how to hand off tasks. And that's actually what I'm going to help you fix right now. Delegating will free up your time, so that you can focus on the big picture strategy and the goals, you're going to be able to work with your employees so that they develop new skills, and they're able to take on more responsibility, which means you get to take stuff off your plate. And one of the critical pieces here is that delegation shows that you trust your team to take ownership of their important work. And our teams who just have more trust built in are going to share more ideas, they're going to be less afraid of making mistakes, they're generally going to be more cohesive as a team, these are all awesome benefits. And all it takes is you understanding how to delegate better. So let us get into RT one, build competence. First, you need to Assess your team's current competencies and identify gaps, you have to look at both their hard and soft skills now hard skills super easy to be able to judge right because we know exactly what that skill is. And we can actually quantify it like we can lay this down on a map and see exactly how to get there. With soft skills, what you're actually looking at is a series of smaller skills. If I say hey, you are good at public speaking, it's not that the public speaking itself is a skill, it's because you have charisma you have you can speak clearly, it's because you understand to smile, when you look at the crowd, there's a bunch of little skills that are all baked in there that make you actually good at a soft skill. And so if you break that down, then you're able to look further at each of these pieces. And you can set up a training plan. And setting that training bland is exactly what you have to do when you identify these missing skills, send people to courses, get them a coach, right, even if it's internally find a mentor within your company, to assign to them, give them stretch projects, find something that is going to push their limits so that they have to get better, these become a forcing function, so that they actually have to do this one of the things I loved about the army was that you could just walk up to someone and say, Hey, Ed, you know, 1500 you're pitching a class on this weapon system. We need to know how to use it where it should be employed, you know what, how to disassemble it, reassemble it, what type of ammunition how far can that ammo, reach out all these little details, I need you to be able to teach an entire class on it by this time go and that person will just go figure it out. They have they know that this is something they have to do. And so they're gonna go figure it out. They're gonna learn it and now they have that knowledge and that gets pass that knowledge to everybody else. We don't do that a lot in the business room, probably because we got other things to do

with our time and everybody has very specific jobs. But that's something you could do but

Just giving someone a project that pushes their limit just a bit so that they have to share some of that knowledge with others. You know, you do these after action reviews with your team, start getting feedback from everybody get them to kind of work together to collect all those best ideas.

Next, let's say you can set clear quality standards. So the team understands your expectations.

I've said this on multiple podcasts, and we say it again, the leader owns the culture. And that reason the leader owns the culture of the organization is because you decide what that standard is you decide who gets is hired, who is fired, who gets put on performance plans, you decide all of this, and it's all comes down to the standard that you want to set within that organization. So this is really on you to set a good standard and hold people accountable to that. And so with that, you want to also hire people with a growth mindset who wants to continuously improve, if you're trying to build competence, it doesn't help if you're only hiring people who are just good at something. And right now, that's all I need to do. Like, it doesn't help anybody. We don't want to stop there. We want people to keep continuously getting better. We want to approach mastery, and whatever our chosen skill is. And so finding those people, which everyone is going to say they have growth mindsets, but I have interviewed hundreds of people at this point. And literally everyone tells me that they have a growth mindset. But when I go look at anything they are doing to actually improve themselves, I can't find anything for most of them. Right? They say, hey, yeah, I've had five years experience working this job. But when you really look at it, it's like, no, they have one year of experience, five times they're wasting their time at work by not developing their skills.

Okay, next thing you can be doing build competence is evaluate the skill levels of your team during just regular one on ones actually go down, talk to people find ways to see how they're actually improving. You can set little checklists to kind of see what they're actually achieving, as they work through some of their desks. If you don't know what you should be helping that individual with, because they have a very specific job. Right now, I have built this myself, it is very easy to go into, you know, chat GBT and ask it for a training plan for specific seals for a specific role for a specific person's current success level, and just let it do the work for you. It's gonna tell you exactly what you need, and then sit down with that team member say, Hey, I feel like you need to work on these things. This is where I would love you to get Are you good with that too? Is that something that excites you? And then you take their feedback, and you guys work together to build this plan, say, Hey, I have this action plan, how should we tweak it so that we can actually get you there? Okay.

Doing this is going to very, very quickly increase your team's competence, so that you as the leader are going to feel confident that people can actually handle the task. So you have to him a super easy way to remember this, just say, raise the bar, with bar, being an acronym for build skills, assess gaps, raise standards, keep doing those, raise the bar, build skills, assess gaps, raise standards, keep working on those, get your team committed to that, you're going to see them improve dramatically.

Okay, moving into number two, establishing trust. Trust is something that we need within any organization. But if you are going to delegate appropriately. And with actual success, you need to be able to trust your team, your team has to be able to trust you. Okay, so step one, you need to define your company values. So you have a shared ethical code. The best teams are the ones that can say people like us do things like this, you have built up a strong culture, and everyone rallies behind that. So when someone steps outside of that culture, now we have a problem, we start losing trust, because someone isn't like us, they're doing something different than what we have all committed to doing. Now, some way you can get ahead of this. I have said this, again, multiple blonde guests, and I'm gonna say it again, because this one is super important. If you you can take away one thing from this section it is this. Okay, there are two questions that everyone is constantly asking themselves, am I safe? And do I matter if you can constantly address those two questions to make sure your team feels safe, and like they matter? They are going to trust you. Way more than if you just try doing some of the like some of those other things where you get like a top 10 list on Buzzfeed. The easiest ways to get your team to trust you. Yeah, those don't work they focus on Am I safe? Do I matter? answer those questions for anyone and they are going to trust you more. Okay, next thing you can be doing is building predictability. A lot of this comes down to answering those two questions.

Well, because with predictability, we want to turn these into if then statements, right? If I am struggling with a task, and I go to my leader, then they will provide me with the resources and the encouragement to get it done. Right. Versus if I have a problem, then my leader is going to fire me, right? That doesn't help anyone. You want them to be able to use these statements so that they just know what's going to happen. And you're not, you're not going down and actually telling them to use these statements and saying, Well, it's If This Then That, like, no, no, you're just trying to get that concept built in. So that anytime a certain event happens, everyone kind of understands what the next action is going to be right? If you give a mouse a cookie, although, son, I got two daughters, we've read a lot of those books, they don't follow the same format. So anyways, Next, give your team gradual authority over their decisions and resources. So you want to start small, and then you want to build up. And this really comes down to what size of mistake Are you willing to accept. So if you have a brand new team member, let's talk like your operations team. Right? You give them a task. And newer team member, you might say, Hey, I am letting you make decisions that could impact the company up to $500 a day, if, if you're like, really wondering, if you should come talk to someone, hey, just do a quick assessment. If the damage will be less than $500 make the decision, we're going to learn some lessons. It's over that come talk to me. So we can make sure we're making the right decisions. We have sound judgment, we're doing all the things right now, as a team member continuously improves, you say, hey, you've shown that five, you make these $500 decisions like nothing, right? Let's move on to 5000. And now they only have to come talk to you at 5000. And then same when you get them up to like 50,000. And you can choose whatever price ranges you want for this. But the idea is that as team members get more experience, right, you're accepting large, willing to accept larger mistakes, because they've shown you that they deserve that level of trust. And now for that individual, if you want to say do I matter, right? Or am I safe? Do I matter, they are going to feel amazing, if they know they can make a $50,000 decision. And even if they screw up as long as they wasn't deliberate, right? Or just like some blatant negligence, that they're, they're still going to be protected. And you're going to take that lesson, you're gonna teach a team, everybody's gonna move on from there. Like, that can go a long way, in actually building trust within the organization.

Next, put the team in challenging situations together, try to get them to build trust, through shared experiences. And another reason the army, or really any any military program does really well is because you end up suffering together, you're going through all these very uncomfortable times having to do things that you wouldn't do anywhere else in life. And so you start this bond between people where like, I still have guys from basic training, when I went in 2008, that I'm still connected to, and I chat with the the

group that I was with, when I was a platoon leader, like we still have a text thread, you know, and that was 12 years ago now. And so, like you really build these relationships, through shared experiences, and those generally are, are more

concrete. And like they'll they're gonna stick a lot more when it was a rough situation or something that you actually had to push. And so if you can find challenging situations that aren't, aren't going to hurt anyone, right, let's let's be clear, we don't want to put anyone in a dangerous situation.

But working on some project that is a tight deadline, and they actually have to think through it, and it's going to be a tight crunch to make it happen. Maybe it's just a bigger deal that you're you're working through, find something that makes us a little little harder, so that the team actually has to work together.

establishing trust next, admit, when you make a mistake, so that the team can see your human side. This one is hard for a lot of leaders because we get ego attached to everything. But your team is going to appreciate you way more, if you can show up and say, Hey, I screwed up on this. Here's what I'm doing. Let's keep going because they know that if they make a mistake, and they take ownership, right? They're good. They're you unless there's something that like, they completely went against something in your handbook. Right? You're gonna treat them the same way you kind of let them treat you like Hey, guys, I made a mistake. It's okay, I learned from it and we're all gonna get better. Let's Let's get after it. And now when they do it, treat it the same way. And everybody's gonna get a little more comfortable knowing that if they make a mistake, it's not the end of the world. They're not just gonna get fired and kicked out.

You're gonna find your team doesn't actually make more mistakes, but they do start taking more chances and doing better work.

Next, giving praise goes a long way, no one has ever been hurt from a pat on the back. So give more praise as much as you can make sure like you, as the leader accept responsibility that you pass the praise. So if things fail, it's your fault. If things are going great, it's your team's fault. And you want to make sure to lean into that. And it's super hard for some people, right, you need to be humble, and you need to know that your team is going to appreciate you and they're going to look up to you, when you're doing these things and passing the praise of him. And only accepting those failures, like people know you were still the one leading them, you're just not getting that immediate praise. But I strongly encourage you to make sure you're praising the team before you started accepting that for yourself. Okay, if you are liking this content so far, go check out the actual guide on leading for effect.com, you just got to join the newsletter, we'll send it out to you. All it takes is your email. So I know where to actually send the newsletter. It's all automated. It's not actually me sending it, but you can get the guide that way. So go ahead, check it out. Okay, number three, we need to create understanding, if a team and you don't have alignment around an understanding of what actually needs to be accomplished, nothing is going to get accomplished. So step one, we want to be transparent about company goals and priorities. We need everyone to know what is actually important, so that everyone can make decisions around those important pieces. If one department says one thing, and other department says another, and they just go on their own paths, right? Neither of those may actually be what the company needs in the moment. Which is why it's really important to keep everyone aligned, get rid of those silos, start actually bringing teams together talking. And just making sure it's it's truly apparent to everyone in the company, what your goals are, what your priorities are. Now, you want to promote team collaboration as much as possible. And the primary reason for this under the create understanding piece is that you're getting multiple perspectives. And you're getting the information from different departments, right, someone from sales is going to look at a problem differently than someone from marketing, who's going to look at it differently than someone from your service section from your operations section. And so the more people that you can bring to the table, when working on something, the more holistic of a picture, you're going to be able to paint, you're actually going to be able to come up with some pretty unique solutions to your problems. But you need everyone to be able to show up and say, Oh, what about this? What about that? Have you guys considered that. And that becomes much easier when you have people coming in from different backgrounds, different thought patterns.

Next, you want to clearly explain the intent behind each of your delegated tasks. Now, we're going to talk a little later on task and purpose. But everything needs an intent. So with this, you're you're almost giving like parameters that show like what path someone needs to take, in order to just get towards that ultimate goal. Right, the intent is like the whole reason we're even considering doing this is because of xy and z. So now everyone knows, okay, XY and Z are those important things for the company.

And because of this, right, if we, if we can close three of these major accounts within the next month, it's going to set us up from a revenue perspective do this, it's going to give us a reputation boost for marketing to be able to do this, right, our service team is now maybe they were light on work. Now they're going to be full up and able to train team members on how to do certain things that they may not have had opportunities to do. There's all of these different things are happening because of that one piece. And so we really want to make sure we nail the intent here when creating an understanding.

Now, this one gets harder, you want to clarify decision making authority for each role.

You can delegate authority, you cannot delegate responsibility. The leader will always assume responsibility for everything the team does or fails to do. But you can give the authority for others to make those decisions. Now, this is where we're starting to get into that like root of delegation where it becomes super powerful for a team. If you can give authority to be before decisions and you trust that they are going to do these because they are competent at their skills. Then you can back off on a lot of things and these people will just bring you back

problems. And hopefully they're bringing in a way that's just like, Hey, Are you cool with this, because they're bringing into that solution as well. But by giving them decision making authority for each of these roles, you're now taking a ton off your plate, and allowing the people who specialize and are experts in a given area, the ability to make decisions for that. This is something that must be mastered, if you want to get good at delegation.

Next, right, we talked about, we're bringing in all of these different perspectives, trying to get people to share some of their perspectives and everything.

You want to encourage debate across these viewpoints you this has to be healthy debate, you're not trying to get fistfights over in the conference room, right. But you do want people to actually challenge the ideas of others, to know that they're not just letting someone who they've this guy's done it before. Like, he's, you know, he's seen this, or maybe he just has a strong personality, and he's gonna keep pushing his ideas, we want the best idea. And for that to happen, everyone at the table needs a voice. And so by encouraging debate, it gives an opportunity for every one to throw in their thoughts. And for us to find the best ideas.

Next, you need to check for comprehension of your team. So having things like like a trackback, right, you can call them different things in the the army, we call them back briefs, where we would give an order, right, we talked through an entire plan, that person would go off, they would give us some initial instructions to their team, so they could start, and then they would come back to whoever their leader was and say, Hey, this is what I heard. And then they would provide everything back. And if there's any chance, anything was wasn't clear, they would address it right there. And usually when they came back, and also like re explained it during that back brief, they would have their own questions, they would have taken time to actually think through things. And so they come back and request more information from their leader. And they could say, hey, you know, playing sounds great. I think we're on the same page, because we saw this, this this and they walk through the entire plan. They say, but you know, there's a mountain range over here, what are we doing about this. And so it brings more to your planning process for these, these people actually go off and just think about it alone, or think about it with their teams, and then provide that back ready. So all awesome ways that you can create just this shared understanding across your organization.

Okay, section four, we're going to exercise initiative. Now the first piece here, that kind of explains everything else, I want to talk about crew locks, wha general crew lock was Marine Corps General.

Any Marines who are listening to this just got super excited. And like this pumping in the air, because I mentioned a Marine, you could stop that go sit down, eat your crayons, do whatever it is, you do.

General crew like, came up with the idea of the strategic Corporal. The idea is that we give power to the individuals on the front line. Because that is where the information is that you pass decision making authority to where the information lies. So there's way less of a lag between making a decision and actually taking an action. Right, so imagine, you are a, this strategic Corporal on the frontlines of of battle, you're seeing the battle unfold in real time, you see a couple of different things. And so you report it up to hire, who then reports that up to their higher unit to their higher unit, and then it gets all the way up to the generals who get to decide what they want to do, they make a decision, they're gonna pass it all the way down, down down to each subordinate command. So it gets back to that Corporal. And by the time it gets there, the environment has changed.

And now that Corporal has a collect new information, send it up, who's going back up the chain back down the chain, and it's changed again, we cannot enter where speed is security in today's businesses, like the awesome competitive advantage is how fast you can move against your competition.

And if you are treating your organization like that, where you at the top have to be the one making every decision, you are going to fail. And so it is really important that we will use this opportunity to identify the strategic Corporal to the individuals within our companies who are on the front lines, talking to people collecting that information, so that we can give them the authority to make these decisions and we want now, this isn't just about the decision making authority, but it's about exercising the initiative so that they want to take action. Right. It's not just about saying oh, I have an obligation to make a decision here. It's like it's no they understand everything we talked

But before, right, they have a full understanding of the picture. They have trust with you, you trust them. They're competent in their skills. And so they can say, I'm going to do X right now, because I know when we talked about your intent for the mission, this still meets all of the intent. Right? Everything that you said needs to happen, it's still going to happen. But I'm going to take action now, because I don't want to wait, I want to seize this opportunity. Okay, number two, in order to make this happen, as we are trying to exercise initiative, we need to set clear limiting parameters, so that our team has direction, but they have room for creativity. So we want to put up guardrails, we could go very deep into enabling constraints versus governing constraints.

But very briefly, a governing constraint, or like lines on a road, right, if everybody follows those lines, we stay on our side of the yellow line, we stay between the white ones, everyone's going to be safer, we're all going to get to destinations faster. That is a governing constraint. Hey, enabling constraint is one that fosters creativity. So say, you're

just an example you're doing your painting, right, and you say, I need to be able to paint this entire forest without using any color grain.

Right now, you have to think very creatively. In order to make this happen, you're gonna come up with some great ideas, you're gonna probably develop some skills as well, that will help you on future panics when you've maybe even when you can use read, you can say, Oh, but I know another way I can get around this, right. So we don't want to stifle the team, we actually want to foster creativity. And now, with with our business, we don't necessarily want to cut off

opportunities or ways that our team can can operate, just for the sake of of creating something. But we want to, we want to make sure those parameters that we set are going to keep them on track. As those those lines on the road, right, if they follow these, they will eventually get there. It could be slower. Because we maybe we don't want them drifting off the road or into different lanes past people.

But

we want those, we want those parameters to make sure that we know they're going to get to the destination. And that they can still think and work within those rules, in order to get the best result that they foresee.

Next, in order to make this happen, you need to praise the people who are proactively taking on responsibility, very few people are going to look at a problem and say, Hey, I've got this, let me take it on, when you can find those people within your organization. So those are the people that you need to start promoting that those are the people who are going to go above and beyond to make sure that your company is successful.

Find them, praise them publicly make sure everyone knows that is a type of behavior that you appreciate, give them bonuses, do things to make them feel appreciated, because you do not want to lose those team members.

Okay? Now, something else that you can be doing here is coaching employees through the initial steps and new tasks. So when you have something brand new that no one else has done, right? There are tons of different ways you can approach this. But I would recommend you show them what done looks like. And if you don't have an actual example, you paint the picture for them. You say this is what we need, this is what we do not need. And you just walk through it, right? If you're making a webpage for, for a client, that's what your company does, right, you're going to show them examples of web pages that are really good and what you're aiming for.

And you're probably going to show them a handful that are not very good, and the things you want them to avoid. You're gonna give them whatever processes and then someone's going to be there to say, Hey, make sure you're doing these things, you know, I might give you a checklist, but I'm still going to talk to you to make sure you understand why we're doing stuff. Because once you get these initial attempts, then that team member moves much faster. Now, once this is going you want to start with low risk opportunities for independent work. So earlier, we talked about being able to to balance the value of mistakes with the team members competency, so the more competent they are, maybe the bigger the mistake you're willing to accept. Because you know, right, they're competent, they're able to handle this. And so the reason you're able to say, hey, you can do a $50,000 mistake now is because you know that they're going to do everything correctly, up through $50,000. And so, so you just don't have to worry about it as much. But now when you get a brand new individual, you want to get them up to speed as fast

So as possible, without overwhelming them, and without just accepting tons of risk. And so you can do this by picking low risk opportunities and thrusting them into that environment, letting them make those small mistakes, right, but letting them start taking initiative to resolve these things, knowing that worst case scenario, you have a very, very small risk, that you know, some consequence that happens, and it's not a big deal for you, for that individual who hasn't made any mistakes within your company at this point, right. So you can't trust them to make these massive $50,000 mistakes,

they're going to be able to start learning really fast, because you've raised the stakes on them. And so that is a critical competency that you need to start building here if you're going to exercise initiative. And if you need a like a saying, to further, just remember how to exercise initiative and make sure your team is doing this, think of it like this, you will let them choose the colors, but you suggest the palette. Alright, last section, Section five, provide task and purpose. Now to start, we need to ensure that every Delegated Task has a clear purpose, not just a checklist of steps, the purpose is the most important thing, you always need a task to go along with that purpose. But if you don't have a clear purpose that actually matters, you're gonna fail story that I like using or an example I like using if if I get to the top of the hill, and I'm there to provide Overwatch for another like one of my sister units who's walking through a valley, right? So it's really important that I can see them so that I can make sure no bad guys are sneaking up on him or doing anything. But if I get to the top of the hill, and now I just can't see, is there trees in the way maybe there's something else obstructing my view, right? I can call all the way back up to higher, we're going back through lax law, right? I can go all the way back up and say, Hey, what should I do? Or, because I know the purpose is for me to provide Overwatch to help me help this unit facilitate their movement, I can just go find another hill that's nearby. So that I can take that hill, I can make sure I got my purpose. And I can be letting someone know the entire time, hey, we don't have you here, I'm moving to this hill, hey, I'm on this hill, we got a good view were set in place, make sure you update the maps. And now Now I've done everything by sending this up and just quickly taking action. Because that purpose was so clear, I didn't need to wait, no one in the company had to wait for me to make these decisions make it happen. I kept everybody in the loop. So everybody knows what's going on. But we're able to just take quick action and still get the mission accomplished and accompany you know, there's so many different examples you can use. But but that's really what you're trying to do you want your team to be able to say, Oh, I know, we need to clean up the CRM, right? And so why does it matter if I export as a CSV file, or I go through,

you know, one of these tools, like, probably doesn't matter. So hey, this is what I'm doing. We're gonna make an app and you just execute, they didn't have to go all the way up to the CEO of the company to ask that question. Right. That's why so many of you feel like you're getting bogged down and stuck spending time trying to answer questions, because someone will ask you that question.

One of the this, I don't like that this happens. But this is the perfect example, where I'll be lying in bed at night. And my five year old daughter will show up and stand next to me. And she'll say Dad, have to go to the bathroom. I'm like, you walked by two bathrooms to get here? Why couldn't you have just stopped at one of those. But now look in your company? How many of you are letting your team do that to you? Where they're walking up and saying, Hey, I need to do this. What do you what do you think? And then you're fostering that by enabling them by letting them actually actually do it. Okay, we want to

set that clear task and purpose. We want to exercise initiative to create understanding, and then establish trust and build the competence so that that situation doesn't happen, that they will, they will just take action on their own because they know that's what needs to happen for the company to be successful. Now, when you're giving task and purpose, you need to give enough detail so that they know where to start, but they have room to adapt. That's really where the task comes in. Right? I can give you a purpose of of doing one thing. And then the the task is like this guide. That's kind of saying hey, I would really like it if you did it this way. Because based on experience based on the other things we have going on, this is what makes the most sense. And so ideally, they're going to follow that they're going to adhere to the task and purpose.

But if something happens where you know, shit hits the fan, then they can just focus on the purpose. And make sure that remains. In fact,

you want to align all of your tasks and purposes around the the employees strengths and their interests, if you can work on the strengths, because that's the training aspect of this, right, I can always train someone to be better at a certain skill.

And so we can make that happen. If someone already is great at that,

then we're gonna lean into that we're going to use that strength so that we can make it happen faster, interest, are a lot harder, it is hard to motivate someone to be interested in something to want to do some work. And so if you can find a task that someone is strong in, and they're interested in, that is a task that they need to be working on, because it is going to get done, not just faster, but way better than what anyone else in the company could provide.

Next, with tasking purpose, you need to explain how the work fits into bigger picture goals. So it could be someone who's doing it a task at a very low level of your company.

And now they need to see how their piece of the puzzle fits in with a next level above them. So that they can see that contribution. They understand what they're doing. And by knowing what that next bigger picture is, they understand why they can't just change the shape of their their puzzle piece. Right? Because it has to fit into that bigger puzzle. So they can make decisions that are way more sound.

Same for decisions going up from there up from there, until it gets all the way up to this entire company puzzle that we're trying to resolve. And then finally, with tasking purpose, we want to check in frequently as tasks are getting underway. So keep keep going up, hey, how are things going situation reports, right, just give me give me a quick like five W's how's everything working, that will go a long way in making sure that everybody is on track, and people are actually thinking about whatever they're doing within their, their assigned responsibility. Okay, so that is it, that is like a one on one course for delegation. So going back through one, you will build competence to stablish trust, three, create understanding for exercise initiative, and then five provide a task and purpose. By following these steps, you will transform your delegation skills, I promise, if you actually go through everything I told you, you will get better at delegation. This will mean your team is going to be more empowered, your business is going to thrive, you are going to get so much time back, then your schedule. So you are going to be able to actually work on your business instead of in it, you're going to be able to make some awesome strict strategic decisions, rather than being stuck in the day to day just forcing that grind. Because you don't trust that everyone can actually do the jobs you hire them for. Now, pick one of these start there, go all in just pick one area that you're going to apply all of your attention to and make it happen because you are going to see growth very fast. And you might realize as soon as you start on one, what the actual next best step

would be? Well, it does help to do these in order, right because if your team is incompetent, then you shouldn't be trying to give them missions to go out on their own and practice exercising their initiative. Right should go without saying but there you have it, pick one make it happen. Okay, again, you can download this guide from leading for effect.com Go check it out, scroll down the page, provide your email and we will get it sent right out to you. I hope you enjoyed this episode. If you'd like the longer format, please let me know leave a rating and review. And till next time.

If you enjoyed today's episode, I would love a rating and review on your favorite podcast player. And for more information on how to build effective and efficient teams through your leadership, visit leading four.com And as always deserve it

Transcribed by https://otter.ai