“Hold on, just a
little bit tighter now…”
While those might be great lyrics for a song, they’re not the best way to run your process service business, or most any other business. Sure there are things you have to hold on to tightly, things like control of your finances, adherence to your mission statement, working “on” your business and so on. But there are also areas where you have to learn to let go. Primarily those areas are focused in the area of working “in” your business.
While those might be great lyrics for a song, they’re not the best way to run your process service business, or most any other business. Sure there are things you have to hold on to tightly, things like control of your finances, adherence to your mission statement, working “on” your business and so on. But there are also areas where you have to learn to let go. Primarily those areas are focused in the area of working “in” your business.
Last posting I spoke of the advantages of outsourcing.
Whether you outsource to a 1099 contract employee or you bite the bullet and
hire (another form of outsourcing – as you are not doing the work) a W-2
employee there are distinct advantages, the primary one being the freeing up of
your time to focus on other than the day-to-day functions. Without the
day-to-day stuff holding your hostage you can set up additional prospect
meetings, work on customer retention and service or add balance in your life
with a short or long vacation, or just an evening off.
So now you’ve taken the big entrepreneurial step and found
help for you and your business. You provided the training they would need to do
the work you have delegated to them. Awesome! How are you doing with that? Are
you letting them do their job, or are you holding on, just a little bit
tighter, afraid to let go?
When I finally realized I’d have to suck it up and just delegate
the work, I had to overcome that psychological barrier that I think many small
business owners deal with as their companies expand – micromanaging helps no
one. The reality of it was that other people that I had gathered around me
could actually do the job just as good as I could. In some instances, they
could even do it better than me; heck, that’s why they were hired. And whenever
someone other than me made a mistake, the mistakes were so few and far between,
that it was manageable from a customer service perspective. It took a bit of
doing, but eventually I overcame me fear of letting go and let others do the
work. To be completely honest, this probably saved the company because it
allowed me to rest, breathe, and think while others handled the nuts and bolts
of day-to-day field operations.
What are your feelings toward delegation? Please share if you are so inclined. As always, I appreciate any feedback.
If you enjoy these tips, you'll find more like them in my book "The Business End of Process Service, Running a Process Service Company from the Ground Up". You might also like my other book "CounterSpy, The Industrial Counter-Surveillance Manual", both available on Amazon.com
http://www.amazon.com/Business-End-Process-Service-ebook/dp/B008E8RBHK/ref=sr_1_8?s=books&ie=UTF8&qid=1407774550&sr=1-8&keywords=bob+hill and http://www.amazon.com/CounterSpy-Bob-Hill-ebook/dp/B00BTJYU1Q/ref=sr_1_3?s=books&ie=UTF8&qid=1407774644&sr=1-3&keywords=counterspy/
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