This thought kept cycling through my mind: Delegating. Ugh. Can’t do it. Gotta do it.
Then my perspective shifted. I stepped away from my opinion of it and tried to reframe it.
I knew I needed to pass along my tasks at the business before I could step away. In the past, it was always: hire, train, step away. Obviously that had not worked. I was still in the office and there was no end in sight without taking things into my own hands.
My current problem: I didn’t have any extra time to “take things into my own hands.”
I was already full time, working evenings, and even with all of those hours, only able to get the tasks done that needed to get done to keep the business up and running. You know those things: collecting money, paying bills, marketing. There was no time or space for any extras. Heck there was no time or space for some of the required things. How was I going to find the time?
I looked at outsourcing (more on that in a later blog!).
I looked at hiring.
I tried restructuring my time. (This may not surprise you as it did me. I was unable to put more than 24 hours in my day.)
My last resort: Delegation. Yes, that dirty word…
Likely the most valuable outcome of delegating has been the additional time that was freed up for me to work on other parts of my planned exit strategy. Through delegating, you can (and will) create a reduced task list for yourself and therefore a reduced workload. It is a baby step in the direction of carefully extricating yourself from the day to day tasks in the office. Delegating will eventually transition into the process of training team members (new and veteran) on the larger tasks and regular duties. At that point you will be ready for the major transition to train for full roles. Delegation will build a momentum you can ride on your journey through to the end. There is balance at the end of the tunnel.