Contributor: Sarah Spitsen CEO of Feya Candle Co

I've been a solopreneur for about 10 years. Always prided myself on reciting my dad's old mantra of “if you want it done right, do it yourself”.

However, my business grew over the years, but not at the rate I would’ve wanted it to.

Fast forward to 8 years in business, I have a few employees, we're on the brink of a growth spurt and my husband and I realized that I was pregnant. I went into a panic at the thought of taking maternity leave - this surely means that if I have to embark on one; I'll go out of business. So, to cure this complete work panic, I started working with a business coach with one goal in mind: in 9 months, delegate all tasks in the company.

I succeeded in this goal, and my one fear of becoming obsolete in my own company was completely squashed when I came to the realization that when I step out of my company, I get to truly work on the vision. No more creating the company but taking 90% of my time to do the tasks, I now get to run the company I've always wanted. We’ve grown exponentially and my employees are staying longer and are more dedicated than any employees I've ever had.

When learning what roles to delegate

Take one step at a time. When you're the 'everything' for your company it can seem overwhelming to delegate, however when you identify your employee strengths and one by one assign them tasks within their achievement zone; it will start to become a routine rather than a daunting task. Nowadays many tasks can be automated or programs that have changed the game, down to automated business travel expense tracking with AI-integrated planning (exclusive business hotel and flight deals too), which lifts a heavy load from any accountant. You may even use an automated platform for your annual business filings.

If I'm delegating a lot, I take one major 'part' of my job at a time, break it down on paper, and over a week to two weeks, slowly start to train my employees on each task one by one to ensure I don't load too much on them (or me) at once. This also allows time, if the employee is not suited for the task, to move it to someone else.

Lastly, the best way to know WHAT to delegate! The moment I feel either overwhelmed by my job, or I’m embarrassed with how many tasks I didn't get done within a period of time, I know I need to delegate. I look for the tasks I'm not completing to the best of my ability and I delegate at least half of them. If in a few weeks time I'm still not getting the remainder of the tasks done, those will have to be delegated too.

Choosing the right team member for the task

I mandate all employees to take an enneagram test when they come into the company (there are also SAFETY tests, DISC assessments, Gallup strengths finders etc), this makes it possible for me to know them beyond the interview stage where everyone puts their 'best foot forward'. I further understand how they communicate, how they are motivated, and how they react to situations, this knowledge has been essential to finding what tasks fit them best.

My team also operates remotely around the USA, so I keep weekly catch up calls with each one - always with their Enneagram results in front of me.

This constant communication and accountability allows me to talk through everything I've delegated to them and ensure things are being handled the right way.

Step 1: Self-awareness and Task Assessment

• Before you can effectively delegate, it's crucial to understand your strengths, weaknesses, and the tasks that require your unique skill set. Conduct a thorough self-assessment and identify tasks that align with your expertise and those that can be handed over to others. This foundational step sets the stage for a more strategic delegation process.

Step 2: Identify Competencies in Your Team

• Knowing your team's strengths and capabilities is essential for successful delegation. Assess the skills and expertise of each team member to match tasks with the most qualified individuals. Consider their past experiences, training, and current workloads to ensure a balanced and efficient distribution of responsibilities.

Step 3: Clearly Define Tasks and Expectations

• Effective communication is key when delegating tasks. Clearly define the tasks you're assigning, including specific deliverables, deadlines, and any relevant details. Make sure your team understands the importance of their roles and how their contributions contribute to the overall success of the project or business.

Step 4: Empower and Provide Resources

• Delegating is not just about assigning tasks; it's about empowering your team to take ownership of their responsibilities. Provide the necessary resources, tools, and training to ensure they have everything needed to excel in their assigned roles. This not only boosts their confidence but also enhances overall team performance.

Step 5: Establish a Feedback Loop

• Encourage open communication by establishing a feedback loop. Regular check-ins and updates create a supportive environment where team members can ask questions, seek guidance, and share progress. Be open to providing constructive feedback and recognize their achievements, fostering a positive delegation culture.

Encouragement and Mindset Shift:

• Delegating can be challenging, especially if you're used to handling everything yourself. However, it's essential to recognize that effective delegation is a sign of strong leadership. Trust your team, believe in their abilities, and acknowledge that sharing responsibilities leads to collective growth.

Lastly, I usually ask my employees what they “want” to do! I firmly believe in hiring individuals smarter and better than you so when they come into the company, they first get to pick their own job title (another great way to better understand how they see themselves and operate), then they get to tell me what their ideal work day would look like. Although I can't promise their perfect work day every day, this question gives me an insight on what they're motivated to do, and what they'd truly put their heart into. I try to assign them more tasks in their passion, than not, so overall they're motivated to have a great work day, every day.

Sarah Spitsen Chief Candle Lady & Food Giver

Feya Candle Co

https://feyacandle.com

hello@feyacandle.com

(402) 413-0068

FAQ:

1. How did you overcome the fear of becoming obsolete in your own company?

• I successfully overcame this fear by realizing that stepping out of the day-to-day tasks allowed me to focus on the bigger vision for the company. Now, I get to run the company I've always wanted, leading to exponential growth and increased dedication from my employees.

2. What advice do you have for those learning to delegate tasks?

• Start by taking one step at a time. Identify your employees' strengths and assign tasks within their achievement zone. Delegating becomes a routine when you break down your responsibilities, train employees gradually over a week or two, and avoid overloading them or yourself. This approach also provides flexibility to reassign tasks if needed.

  3. How do you decide what tasks to delegate?

• Whenever I feel overwhelmed or notice a decline in task completion quality, it's a signal to delegate. I identify tasks that I'm not excelling at and delegate at least half of them. If, after a few weeks, I still struggle with the remaining tasks, those too are candidates for delegation.

  4. How do you choose the right team member for a specific task?

• I mandate employees to take personality tests like the enneagram, SAFETY tests, DISC assessments, Gallup strengths finders, etc., during onboarding. This goes beyond the interview stage, providing insights into communication styles, motivations, and reactions to situations. This knowledge is crucial in assigning tasks that align with each team member's strengths and preferences.