In this article, we talk about agility, strategy, and focus. Yes, to review who to delegate and what to prioritize, you must review certain elements and accept the change. That doesn’t mean you should lower the quality, or your standards through an executive coach.
Just consider that your context has probably changed and that if you want to get out of it without burning yourself out, you will have to adjust who to delegate and what to prioritize, in line with a clear goal.
Here are 3 points to put into perspective when looking to whom to delegate to and better prioritize.
Point #1: Your desires versus the desires of your customers
I rub shoulders with experts in a field who have evolved into management positions or become entrepreneurs or general managers. When you have a background like this, it’s usually that we were “good” in our field and that we have high standards and a vision of “how” to do things.
Having myself a similar path, I know that my high standards have allowed advances in my career, while perhaps sometimes doing a little “too much” to fulfill the need. And I like to add my style.
When I started to work more with agility and value proposition models, I quickly realized where the focus could be placed to optimize efforts. On the value created FOR the customer.
Here are 3 points to put into perspective when looking to whom to delegate to and better prioritize
Point #1: Your desires versus the desires of your customers
I rub shoulders with experts in a field who have evolved into management positions or become entrepreneurs or general managers. When you have a background like this, it’s usually that we were “good” in our field and that we have high standards and a vision of “how” to do things.
Having myself a similar path, I know that my high standards have allowed advances in my career, while perhaps sometimes doing a little “too much” to fulfill the need. And I like to add my style.
When I started to work more with agility and value proposition models, I quickly realized where the focus could be placed to optimize efforts. On the value created FOR the customer.
This means that it is sometimes necessary to let go of certain standards for the benefit of others.
Have a strategy focused on the value you want to create to fulfill the desires of your target market, using your expertise with a clear purpose by a motivational coach.
Concretely, this could be seen:
- My market positioning
- The wishes of my customers
- What I want to do to fulfill the desires of my customers
- What I need to adjust in my standards and my priorities to better meet the desires of my clientele
The link with “to whom to delegate”? Having a greater focus will allow you to optimize your resources, whether human, monetary, or time, and use your expertise wisely.
Point #2: Work organization
It must be said that the announced labor shortage, which seemed rather theoretical, is more tangible, isn’t it?
So how are you going to be able to maintain the same ways of operating, the same processes, the same roles, etc.? with fewer people?
For my part, I think that mathematically it does not 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 once-useful tasks or process steps that have become superfluous.
- Or adjust roles or processes to delegate parts of them
I have automated a lot of tasks in my career, it’s a strength that 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 labor 2- Humans have more potential than performing repetitive or non-value-added tasks.
I like to optimize, which is why I often use the following four strategies: simplify, eliminate, delegate, and 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 ways of doing things. Take this as an opportunity to refocus on value-added tasks, rather than “automated” tasks.
If these are processes, you want to revise. Take them one by one and ask yourself at each step why you are doing this step, and what value this step creates in the whole value chain. Have constructive conflict when needed.
But yes, in today’s world, you must innovate, cooperate, and anticipate. Be more strategic, more agile, and step up!
Point #3: Accept change
To know who to delegate to and what to prioritize, you often must accept that things are changing: a different way of doing things, more focus, more questioning.
You know that if you keep doing the same thing the same way in a different context… it’s unlikely to work long-term. Is not it?
If you want tools to reduce resistance to change, the online workshop conference on the subject, lasting 1 hour, 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 about what you want to do and the desires of your target clientele about your goals and your expertise!
This means reviewing your standards, your priorities, your way of working – whether in terms of processes or roles… and yes, accepting that things change.
