Episode Transcript

What’s up? What’s up? What’s up, everybody? Welcome back to THE a.m guys. Welcome back to five minute rants. I’m your host, Michael Abernathy. And welcome back to the show predicated on the journey of life and business, I hope you’re doing well hope life’s treating you good, I’m doing better than I deserve. And I really am blessed and highly favored.

Well, guys, today, I want to talk about really how to delegate, and how to delegate within a company, especially when it comes to things that are very important. And close to really, I think integral parts of the company. And Here’s What I mean by that every stage that you grow within a company importance and priority for keeping promises or for work, like levels of priority for work, change, right. So when you’re starting out levels of priority for things that are important, okay, that changes, I need to make sure that I’m handling this because it’s close to the company, as you grow, that importance is going to change and thus the need for delegation is going to come in.

So first, step one on how to delegate if you’re starting out, one of the best ways to delegate it is do it yourself first, right? Do the Work First, understand What you need, and then begin letting go of that work. Right. And the other thing about this is that when you’re doing it, first you have a basic understanding of of things you need. So you can have oversight most people to understand how delegate, you’re gonna understand how not to, and What or What keeps us from delegating. And part of that is most people don’t delegate because they really don’t know What needs to be delegated, they don’t have sight on the work, and they don’t have sight on the actual fulfillment of production, right in production is like, cool. I gotta do bookkeeping. Alright, that’s internal production, that’s internal production work that must be done for the company to run, right.

So the other thing about delegating is this, it normally fails if you don’t have a plan or a goal set. So it is so important to actually draft out goals and actually draft out What winning looks like for the task. And this is part of the franchisement of the company as part of the franchisement of the brand, and part of the franchisement of your brand, right, for and by What I mean by brand is I’m not talking about like McDonald’s franchise, but I’m talking about where you’re giving pieces of the company, and pieces away to team members to be responsible for, however, it’s documented. So that way, if a team member fails, or they leave, you’re avoiding hit by bus syndrome, you’re avoiding having a knowledge or talent constraint, right? Because the knowledge is pulled out of your brain, or the knowledge is pulled out from the person who helped build that or help do that it’s pulled out. And then it’s distributed across the board to the team. So that anybody really with the right experience could come in and run the same game plan. Okay, and run the same playbook.

And What I’m saying is this is you’ve got to really have a vision for actually being able to do that, like, hey, What does winning look like at the end of the day, and then you have documentation, most people cannot franchise and cannot delegate because they won’t document. If it’s not written down, it doesn’t exist. So if you’re not going to document simply like if, if you’re not going to document okay, this how we close down our cupcake bakery, we got to mop the floors, all the dishes have to be done, the dishwasher has to be running and you don’t have a simple checklist for the employees go through to clean everything, you’re never going to be able to delegate, you’re always going to be putting out fires and micromanaging everybody else.

And companies go through different stages, they go from being birthed. And then an infantile stage maturing stage. And there’s different stages that you’re going to go through. And each one requires the same principles, because Here’s the thing about business. The technical work changes, What needs to be executed changes, however, the principles that drive it, are non changing right, the principles to draft out in the franchisement of things, would that need to be spread without the company that doesn’t change? Just because everything for us has grown? Andrew and I still operate by the same principles awesome. This, we need to do this. This is how we need to do this. These are the things we need to focus on. Oh, yeah, part of our biggest work is taking the vision franchise and delegating it to the team. And then also making sure that we build and create the processes that the team needs in order for the team to be successful. And, and in order for the team to live.

Think about it this way, if nobody paints the white lines on the highway, it’s nuts and crazy without those boundaries. Everybody needs to know the boundaries. That’s part of your job. And oftentimes, we don’t delegate because we actually haven’t created the roads for everybody to drive on. And I’ll talk more about this next episode. I’ll make a point to come back because there’s a lot more about delegating. But the biggest thing is, we don’t trust the team members because we actually haven’t done the upfront work ourselves in order to pass the work to the team. Anyways guys, I’m out of time so I’ll catch you later peace