(dramatic big band music)
So how much of a task should be delegated at the end?
It's very simple.
You can feel free to delegate all of it,
or you can delegate just what's stopping you.
Delegate just what?
What's stopping you.
And that's what's stopping me from getting this task done.
Or you can delegate the part of the task
that you're terrible at.
So don't feel like, "Oh my god I've got this task,
I've gotta give it to one person, one shot."
Not necessary.
You've got this big task,
well maybe I'll take this chunk
that I'm just terrible at that, let's delegate that one.
These I'm still pretty good,
maybe I can retain that for now, until I find better people,
but this part I'm terrible at.
You can delegate that.
Everybody understand, yes?
- [Audience] Yes.
Yes?
- [Audience] Yes.
Then is it worth teaching someone
when it's just one little task?
You tell me the answer.
[Audience Members] Yes.
Why?
- [Audience Member] Because then you don't have to do it.
Yeah but they're stupid.
You teach them, they don't get it.
Is it worth, even though it's a little task,
to train someone to do it?
Yes or no?
- [Audience] Yes.
Why?
Sell me, why?
- [Audience Member] Because it frees up your time.
It frees up your time, because little tasks add up.
Little task here, little task here,
little task there, little task here.
So even let's say setting up,
let's say I learn a little bit about sound engineering
and I go to David and say,
"Hey you know David,
I think you could do a little bit of that,
a little bit of that."
- [David] Waste of your time.
Waste of my time.
- [David] I may tell you to go away.
And I wanna go away.
I would much rather show up, put on my mic, and let's go.
Let's dance, right?
- [Audience Member] What if it's a one-off?
What if it's a one-off, that's a good question.
What if it's a one-off, should you do it?
Or should you delegate it?
It's a one-off.
What's a one-off, give me an example.
Just one example.
- [Audience Member] Like for example you're
building a presentation.
Just building a PowerPoint.
- [Audience Member] For example.
Just one time only, right?
- [Audience Member] Yeah.
Okay. Should this be delegated?
- [Audience Member] Depends if you're good at it.
Depends if you're good at it.
If you're brilliant at making PowerPoint, feel free.
Not so good at it, delegate it.
I still think anything that's below, for most of you guys,
below average you delegate
because you get in the habit of doing it.
It's more the habit that counts.
It's not the one task or maybe save a little money,
it's the habit of delegating, letting other people do it.
Does that make sense? Yes?
- [Audience Member] You're talking about things
that you're really bad at,
but what about things that you just don't like doing?
Same.
Because if there's things you don't like doing,
probably you suck at it anyway, right?
- [Audience Member] Not necessarily.
You're pretty good?
So start at terrible, work up to average,
work your way up to good, great, and then brilliant.
So start with terrible, get that out of the way,
then average, then get that out of the way.
So you might not like it, but you may be pretty good at it,
well let's start with those first.
You're not good at and you don't like it at all, yeah?
- [Audience Member] There's a reason you don't wanna do it.
Yeah, there's a reason why you don't wanna do it,
and probably they're not getting done, right?
Yes?
- [Audience Member] What's the best way to,
like I have a vision in my head of what I want,
what's the best way to communicate that to someone else,
to get and delegate?
That's where I struggle sometimes delegating.
What is your vision?
Sell me, pretend I'm on your team, tell me your vision.
- [Audience Member] Okay so my assistant,
I wanted him to make up little pamphlets, little brochures,
eight and a half by five and a half.
So I did all the typing, I just need him to get it out.
Okay. And he's not doing it?
- [Audience Member] Oh yeah he's doing it now,
hopefully he's doing it now, I mean we'll see.
(audience laughs)
That's another thing,
but it's sometimes getting that vision across clearly.
That's where I struggle sometimes.
Okay, I'll get to that because I'll go through
the eight rules of effective delegation very quickly.
But you're talking two different things.
Vision, I'm talking about the big picture,
where the company's going, okay?
That is just a communication of what needs to be done.
- [Audience Member] But that also ties into,
if I wanna delegate a PowerPoint presentation.
Yes.
- [Audience Member] There's certain things
that I have to get across.
Ahh, here's the big part of it.
Let's say Andre you wanna do a PowerPoint.
Are you good at making PowerPoint?
Okay, average, good?
- [Andre] I'm okay.
I'm okay, but you're not one of those like
fancy PowerPoint with all the graphics and all.
Like my PowerPoint sucks, okay.
(audience laughs)
I know it's not brilliant,
it's not anything like that, right?
I don't care too much,
because I'm much more interested in this.
This is not for you, this is for me.
This is a memory jogger for what the hell
I'm gonna talk about.
It's not actually for you, it's for my benefit.
So with the PowerPoint,
let me answer the question two ways.
First of all,
ideally you wanna delegate to people
who are already really very good at that.
Let's say a great PowerPoint designer that
they know more stuff than you do,
then you don't have to tell them.
I'm not gonna tell David what sound system I need.
I don't know anything about it.
Nothing!
I just want the sound to work.
I'm not gonna, "What's the system you use?"
If you delegate to the right people,
you shouldn't have to train them that much.
It's like you delegate to a graphic designer
and they are very good at what they do
and you're still teaching them, "I want this, I want this."
You don't know shit about graphic design
but you're still kind of like micromanaging,
being a control freak.
"I like it orange and I like green, I like it blue."
Doesn't matter.
But you delegate to someone who knows how to create
a damn good world-class brochure,
they would be telling you what to do.
Does that make sense?
Wrong people. The wrong people.
But I'll get a little more into that.
So yes, because all these little unpleasant tasks add up,
take the time required to train your delegatee.
Again, it's getting into the habit.
And retain someone who's already brilliant at their task.
Ideally, delegate to someone who's brilliant at that task.
It's like Yana doesn't like internet marketing,
so she delegated it to me
to do the internet marketing for her,
because I'm brilliant at it.
It's very simple, that's why this is a good partnership.
She's a brilliant teacher, she's a brilliant salesperson,
she's brilliant at designing educational programs.
I know those skills, I could never be like her,
because she's been doing it for 12 years, right?
12 years!
I can't do that.
But I can partner up and leverage,
we partnered up and our skills compliment with each other.
That's how it works and that's why partnership works.
What do you retain?
You retain responsibility.
What do you retain?
- [Audience] Responsibility.
What else do you retain?
Leadership.
What is it?
- [Audience] Leadership.
And?
Relationship.
Also the financial supervision,
and you do what you love to do and what you're brilliant at.
- [Narrator] 10 times your finances.
10 times your business.
10 times your marketing.
10 times your life.
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