Brian Walch breaks down six types of work managers should delegate: tasks that develop employees, boring work, urgent non-critical tasks, recurring work that saves time long-term, finite projects to test readiness, and operational areas for autonomy. Keep a running list and match work to the right person.
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Just delegate more. It sounds so easy. You need to delegate more. Who can you delegate that to? Everyone asks me, what should I delegate? Well, actually, they don't ask me that. They tell me the things they want to delegate, which is usually the things they don't like to do, and then they want to know how to delegate. But I'm going to tell you today, don't gloss over the what today to delegate. In fact, I'm going to give you six types of things you can delegate. And if you use this and review your work and make a list of all the things you can think of based on these six areas, you're going to have a master list that you can work for from, for a long time. And it's going to help you become a master delegator. Now, the first question any manager must ask isn't how to delegate or even what to delegate, but who to delegate to. And I'll actually cover that more in another video. But the first type of thing you should consider delegating are tasks or items that are going to help your employees develop and grow. If there's someone on your team that is ready for more and you've got a task or something that will help them level up, then give them that opportunity. That's the first types of items. Number two is work that is not energizing and not important. Right now I've got a stack of receipts that I need to process and that for me, does not have a significant impact on the business. It's not energizing, not important. That's something I could put on my list. Number three, urgent but not important work. Things like scheduling a meeting or ordering office supplies. Urgent. They got to be done and they're timely, but it's not important for me to do it. Number four, recurring work. Now, these are, these are tasks that are going to require a bigger commitment and they're going to take some work to successfully delegate to somebody else, but they have ongoing returns. If you can successfully delegate something that's recurring, once you've made that initial investment, you reap the rewards of having more time and space for, for other important work. But just realize if you start the process of delegating to somebody and it doesn't go well and you pull it back, that can be somewhat demoralizing for the employee. And so sometimes you need to start with the fifth one, which is project tasks. Project tasks can be run as almost an experiment to see how somebody does with additional responsibility. So it's not an, it's not recurring or Ongoing, but it's finite, defined, and it helps you to learn how to delegate better to them in the future. Maybe then they can be ready for recurring tasks as they prove themselves. Then you're ready for the sixth one, which is operational areas. When someone's ready, you can delegate areas of responsibility. And that provides the employees with greater autonomy and authority to improve things in that area and frees you up. So ask who and give tasks and items that will help your employees develop and grow work that's not energizing or important, work that's urgent but not important, recurring work, project tasks and operational areas. Use that to create a master list. And as you start thinking that way, you're going to consistently be adding to that list and then you're going to have an active backlog. And it's going to help you become a master delegator because you're going to be able to more easily pair the work that you can delegate with the people that are ready for it. You're going to increase your productivity, the productivity of your employees, and you're going to increase engagement. Now that's going to bring up a important question, which is when I look at this list, what on this list should AI be doing? And it's good. What my thoughts on that are going to go beyond the scope of this video for today. I'll share that in another video. In our in the Shift Focus Management methodology, one of our core components is intelligence. So we we address that. And before until then, until that video comes out, if you want to talk more about it, Simply go to shiftfocus.com strategycall you can schedule a free management strategy call with me at a time that's convenient for you and I look forward to talking to you more. Thanks for watching the video and we'll see you on the next one. Thanks.
