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Here are 3 points to put into perspective when looking for who to delegate to and better prioritize
Point #1: Your desires versus your customers’ desires
I rub shoulders with experts in a field who have evolved into management positions, or become entrepreneurs, or general managers. When you have a career like that, it’s usually because we were “good” in our field and that we have high standards and a vision of “how” to do things.
Having a similar background myself, I know that my high standards have allowed progress in my career, while sometimes doing a little “too much” in order to fill the need. And I like to add my style.
When I started working more with agility and value proposition models, I quickly realized where the focus could be placed in order to optimize efforts. That is to say, on the value created FOR the customer.
The match between YOUR vision and YOUR desire to satisfy your customers according to THEIR desires is much more relevant.
âž¡ This means that sometimes you have to let go of some standards for the benefit of others.
Have a strategy focused on the value you want to create in order to fulfill the desires of your target market, using your expertise with a clear purpose.
In concrete terms, this could be to see:
- My market positioning
- The desires of my customers
- What I want to do in order to fulfill the desires of my customers
- What I need to adjust in my standards and priorities in order to better meet the desires of my customers
The link with “to whom to delegate”? Having a greater focus will allow you to optimize your resources, whether human, monetary or time-based, and use your expertise wisely.
Point #2: The organization of work
It is clear that the announced labour shortage, which seemed rather theoretical, is really more tangible, is it not?
So, how are you going to be able to keep the same ways of operating, the same processes, the same roles, etc.? with fewer people?
For my part, I think that mathematically it doesn’t work.
Even if you have a good retention rate, prepare for the future.
If you don’t have anyone in-house, you could delegate to:
- A computer system
- An external person
You could also:
- Eliminate tasks or process steps that were once useful and no longer required.
- Or adjust roles or processes to delegate parts of them
I’ve automated a lot of tasks in my career, it’s a strength I have. If you don’t like machines taking the place of humans, I invite you to make peace with that.
1- There is less and less manpower 2- Humans have more potential than to perform repetitive or non-value-added tasks.
I like to optimize, which is why I often use the following four strategies: simplify, eliminate, delegate, automate. I talked about it in detail in an article on this blog.
It is often when we lose a person in a position that we review the way things are done. Take this as an opportunity to refocus on value-added tasks, rather than “automatable” tasks.
If these are processes that you want to review. Take them one by one, and ask yourself at each step why you are doing this step, what value this step creates in the entire value chain. Have constructive conflicts when needed.
But yes, in today’s world, we have to innovate, cooperate and anticipate. Be more strategic, more agile and increase your power!
Point #3: Accept change
To know who to delegate to and what to prioritize, you often have to accept that things change: a different way of doing things, more focus, more questioning.
You know that if you keep doing the same thing in the same way in a different context… that… This is unlikely to work in the long run. Isn’t it?
If you would like tools to reduce resistance to change, the 1-hour online workshop-conference on the subject could be appropriate for you!
In conclusion
If you have fewer resources, you can’t keep doing the same thing! You are invited to take a step back and make informed decisions related to what you want to do and the desires of your target customers in relation to your goals and expertise!
This means reviewing your standards, your priorities, your way of working – whether in terms of processes or roles… And yes, to accept that things change.