Delegating is a strategic decision that calls for a little planning. At some point, delegating becomes a key lever for increasing your profits and developing your company. However, when faced with the challenge of expansion, many entrepreneurs turn down the opportunity to grow, either because of fear or a lack of resources. Here is everything you need to know to delegate and plan your company’s growth confidently.

Why delegate?

Deciding to delegate is a strategy for increasing your income. Delegating at the right time means you’ll be proactive (instead of just reacting to emergencies) and, as a consequence, you’ll have better control over your operations. But before taking this step, you’ll need to have a strategy in place to ensure the success of this organizational change.

How to delegate

Delegating should be planned out in several steps. First, you need to think about where you’re going and find the resources you’ll need to get there. Here is a bit of food for thought:

• Why delegate? Identify your reasons for delegating and remember them when in doubt.
• To whom? Maybe you’ll delegate to an employee or a subcontractor, depending on the particular need.
• What should you delegate? Choose tasks that have little impact on your profitability. In other words, anything that doesn’t create value in your company, like administrative tasks including bookkeeping. You can also send professionals the jobs you’re not as good at, like web marketing or human resources.

Once you’ve planned out your strategy, you’ll need to make the most of the hours you’ve just freed up. Focus on activities that generate value and profit for your company, such as business development and strategic planning.

Signs that you should delegate

• You’re constantly overbooked.
• You are turning down or losing clients.
• Your quality of life and your production capacity are affected.
• You are worried and preoccupied by work.
• Your work is affecting your personal life.
• You have a hard time coming up with solutions.
• You have less time for marketing.
• You’re always rushing and you’re not efficient.

Are you afraid to delegate?

Here are some of the most common reasons.

Obsession with perfection: “If I delegate, the quality of my services will suffer. I am the best person to deliver the goods.” Actually, a skilled and well-trained subcontractor will be able deliver just as great work. The solution is to set a threshold for quality and to stick to it.
Perfectionism does you and your company a disservice since it will make you burn out as you try to attain it.

Personification of services: “My clients only want to do business with me. I am irreplaceable.” It’s true: No one can replace you as your business’ owner. But, as a business owner, you also have to ensure your company’s longevity through business development. No one can replace you there! By planning your , your customers will be just as satisfied with your product. Especially when your personalized expertise is available when needed.

Loss of control:“If I delegate, I’ll lose control over my operations.” Actually, delegating will give you a better view of your operations so you can better control your company’s growth—through efficient management and a fresh perspective.

Still unsure?

Remember the expression “trying to do everything, doing nothing well”? If chosen strategically, hiring additional help will be a good investment in your company. It will give you more quality time and free you up to come back to your primary objectives. You’ll enjoy working while you earn more, instead of exhausting yourself. If you don’t want to take this step alone, a professional business analyst can guide you through the process. Delegating will seem all the easier and be more profitable, too.