Many aspiring entrepreneurs take on too many tasks. Grasping at everything at once, it is unlikely that it will be possible to perform all the work with high quality, because one person cannot replace 10 specialists. Due to such a volume of tasks, it is impossible to independently develop a business and bring it to a new level. You will need help for this. Hire employees, learn to delegate, distribute responsibilities correctly, and you will immediately begin to develop faster.

Not all businessmen delegate responsibilities. This is due to negative experiences. For example, the manager hired qualified specialists, but during the first serious work they missed the terms of the order, made many mistakes and could not complete the project in a quality manner. In this case, the entrepreneur decides that no one can cope with the tasks better than him. After that, he is completely immersed in the workflow, performing both large and small tasks. The manager builds a strategy, is engaged in planning, negotiates with suppliers, accepts customer requests, fills the site with content, maintains social networks, and launches advertising. And he does not have time to do anything, resources are spent quickly, burnout sets in.

However, such a scenario will not lead the company to prosperity. Every businessman has his own fears, obstacles, problems on which he independently conducts all his affairs. Let's look at the main problems of delegating and how to properly distribute the work.

Problem 1: misunderstanding of business processes

In the work team, problems often arise when subordinates do not fully understand the company's business processes. This is due to the fact that the management incorrectly sets tasks for subordinates, and also poorly explains the nuances of work. When you hire specialists for work, everyone needs to be provided with a job description. It is also necessary to explain the responsibilities, how to cope with certain tasks.

In this case, experts recommend using a situational leadership model. This means that the head of the company from the very beginning works a lot with the new employee, teaches him everything, introduces him to the business of the company, and then gradually weakens control over them. This approach will make it possible to prepare a new specialist well, and then transfer part of the responsibilities to him. It is in this way that you can go to delegating.

This leadership model has four stages:

1. Directive stage. From the very beginning, the manager tells the new subordinate about the responsibilities, explains how to complete the tasks, and checks how he copes with the work. At this stage, the employee is trained, guided and supervised.
2. Stage of mentoring. During this period, the new employee starts work, adhering to the recommendations of the chief. The leader controls the work of the subordinate and skillfully directs him.
3. Supporting stage. At this time, the manager has minimal control over the employee, and helps him in solving controversial and difficult situations.
4. Stage of delegation. When a subordinate is ready for independent work, he responsibly performs all tasks. This is due to the fact that before the leader provided him with maximum support and directed him correctly. At the same time, the boss is confident in the correct execution of tasks, since he initially taught everything to the subordinate.

Consider an example of a situational leadership model. For example, you opened a laptop repair service center. To deal with strategy development, sourcing and customer search, advertising and other important assignments, you need to find three employees. For a deep understanding of the matter, you must first train your subordinates and, at the initial stage, repair equipment with them. Gradually, you pass most of the orders to your employees when you are confident in their qualifications. In the future, your craftsmen will carry out high-quality repairs, and you will concentrate on organizational work.

This approach will take a lot of your time at first, but it has the following advantages:

• you will be able to train employees according to the needs of your business;
• help to form the necessary skills of employees;
• your subordinates will not make gross mistakes;
• you will develop the correct algorithm of work;
• you will be able to save your resources;
• in the future, you can delegate responsibilities;
• be able to deal with only important issues.

The only caveat to this method is the time it takes to mentor. If you are hiring an already experienced craftsman, then it will not take him as much time to learn as a beginner.

The situational leadership scheme is used in small businesses, for branches, departments and various divisions of large companies. By gradually reducing control over your employees, you will be sure that they will do the job the way you need it. Once you start delegating, your business will start to grow.

Problem 2: lack of responsibility

In companies where the organizational structure is initially poorly thought out and developed, there are problems with responsibility. If you have universal specialists, each of whom performs many tasks, then the boundaries of who is responsible for what are erased in the team.

To start delegating, you need to develop an organizational structure and establish responsibility centers. This will allow you to properly distribute work, build a chain of control and responsibility. As a result, each employee will know exactly his area of ​​responsibility.

So that you can correctly form an organizational base, adhere to the following recommendations:

• in the subordination of one manager there should be about 10 employees, no more. If the company has a huge number of employees, then form several departments, each of which will deal with one direction. Departments can be divided into smaller subsections. This way you can clearly distribute work among all subordinates;
• if some tasks can be performed by someone instead of a manager, then they should be delegated to subordinates;
• one manager controls the work of one department;
• subordinates report on completed projects to the head of their department, who assigns them tasks;
• If employees have questions, they should seek help from their department manager.
• Let's take a look at the situation as an example. You have a service center with five technicians, three call center operators, and three order takers. Divide the entire team into three departments, and in each, appoint a leader from among the most experienced workers. This way you will be able to properly distribute the work and organize the structure of the company. This will allow you to process customer orders well and delegate tasks without worrying about the quality of work.

Problem 3: psychological barriers

Delegation problems are often associated with psychological problems and fears of the leader himself:

• entrusting work to subordinates, the leader is afraid of losing his importance;
• worries about the quality of work;
• does not know how to trust subordinates;
• is afraid of mistakes and defeats;
• wants to control all processes independently.

In any company, both large and small, it is necessary to learn the art of delegating. This allows you to relieve some burden from the leader so that he is well engaged in management tasks. In this case, responsibility remains with the boss and subordinates. By distributing the work incorrectly, the manager will not be able to perform his direct functions well:

• development strategy of the company. It is the leader who builds the strategy, sets the vector of movement and sets goals;
• ideology. The boss should not only do business, but do his job purposefully, develop corporate culture and values, establish a mission and develop partnerships with other organizations. All this is important for the further development of your business;
• promotion. Only the leader determines what his business was created for and how to develop it;
• technologies. The entrepreneur himself determines which technologies to work with and which business indicators to improve;
• organizational structure. The manager must divide the subordinates into departments and appoint responsible managers to manage them;
• control of finances and resources. The business owner must control finances, perform resource planning and decide what funds to spend on what and how to distribute profits;
• security. The manager is responsible for the physical safety of employees and for the legal safety of the company as a whole.

The rest of the functions can be distributed between departments and employees. The head of the company must deal with the main management tasks, which will ensure the successful work of the entire team.

Let's give an example. The head of the service center automated all work using the cloud-based maintenance program Gincore. He monitors all orders, employee tasks, purchases from suppliers, reports, and also studies statistics and business indicators. Thanks to this, you can build a convenient work schedule for subordinates, fulfill more client orders and increase the volume of work. All this helps to put things in order and get more profit.

You can follow this example, click "Try for free" and register. In the future, optimize the work of your enterprise with the help of software Gincore. You will be able to delegate some work to your subordinates, and at the same time you will be in control of all processes.

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