Learn How to Trust a New Hire and The Pillars of Delegation

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Welcome to lunchbreak a special weekly series of the

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eternal entrepreneur that gives you sized pieces of wisdom on how to do

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the function of faith and business.

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Each episode unpacks, a short, actionable topic you can put into practice this week.

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Let's get into it.

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Well, hello and welcome back to the eternal entrepreneurial podcast.

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I am Pierce Brandley co-host of the show.

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I hope most of you are listening to this at least on Tuesday, not Christmas day.

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I know I'm enjoying time with family.

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It gets much needed time off and just reflecting on just how

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faithful God has been over the last year in my life with my business.

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And so I hope that the same has been true for you as well, that you're cozied up.

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You're drinking some hot chocolate.

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You're giving yourself some agency to go gain a little extra weight

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while you enjoy some extra pie.

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My wife made four pies.

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We literally have a pie drawer in the fridge and it makes me really happy.

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It makes me really, really happy.

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I've been doing keto like all year.

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And the fact that I've got two coconut cream pies, two cherry pies,

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I think a something with Marangu and I don't know, I don't care.

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I'm going to try it just puts me in a good place.

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Another thing that puts me and everyone in the good place is the topic of delegation.

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How's that for a segue?

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I'm joking.

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No, but we are going to talk about delegation to.

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And specifically, I want to talk to those folks who may have been diagnosed with

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what I like to call control, freak, itis.

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I think that is the medical term and it's a debilitating

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predicament wherein you can't do anything without doing it yourself.

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And no one else can do anything without you doing it

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yourself for them through them.

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And so this is where the power of delegation really comes into play.

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And it's something I've been studying for the last year and a half.

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I'm working on a book.

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And so I want to share some concepts with you.

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If you're in a place where, you know, you need to start offloading work to someone

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else, but the thought of doing so is a little bit daunting either because a,

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you don't know where to start in terms of what to hand off or B the thought of

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handing something off actually scares you.

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It gives you anxiety.

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This is what I want to talk about is kind of how to move away from the work so that

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you can be more effective so that you can recapture your time and believe it or not,

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delegation actually gives you leverage.

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You get more done through other people when you employ delegation.

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Rightly so to illustrate the effectiveness.

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Delegation, think back to your high school days, this idea of a fulcrum,

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a fulcrum is a simple machine.

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You can think of like a, it's got a pivot point in it with like a

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board, a top, a top, like a Seesaw.

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And you can lift a lot of weight because of that pivot point, that

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point, that fulcrum point that allows you to get leverage out of

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something on the other end of some.

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We call this mechanical advantage.

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You probably familiar with the term for back in the day, in the same

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way you have managerial advantage when you leverage the expertise.

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And the time of someone else, you are able to lift more work and just like

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in a fulcrum where the farther you move away from that point, the more weight

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you're able to lift, the farther you move away, systematically from the jobs being

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done, the more you're able to leverage other people's time to get more done.

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It's a fascinating phenomenon.

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Your fulcrum, meaning that point at which something pivots,

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there are four phases of it.

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Meaning delegation has four very clear ways in which you can move systematically

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away from the work you are doing.

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And the four fulcrums, the four positions of the folk are moving away from the work

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are firstly, you don't know what else.

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Second is you can't do what I can do.

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The third is, you know what I don't know.

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And fourthly, lastly, we have, you can do what I can't do.

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So, what do all of these kinds of four positions mean?

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First off the baseline one, the one that every control, freak, every

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micromanager or just someone who's really comfortable and close to the

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work who has to move away from it.

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You don't know what I know.

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This is the the core fear and the core belief.

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And possibly to some extent the truth that anyone who has to move that work off

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their plate for the first time you have to come to terms with what is kind of keeping

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you from getting someone to do the work.

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And you don't know what I know is the first admission of that.

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And so in order to solve.

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You need to move into knowledge, transfer really, really quickly.

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And you have to reverse engineer what you know, and teach someone now

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that doesn't make them an expert or good at the work, but it does help

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them understand both your mindset and tactically, how to do the job in front

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of them, that you will no longer do.

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So.

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The first part of delegation is you don't know what I know.

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And to change that, to move past that you need to communicate everything, you know,

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practically about getting the work done.

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Once you've done that, you can move to the second fulcrum.

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You can move your delegation expertise one step forward, which

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is you can't do what I can do.

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As we all know, head knowledge does not an expert make.

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You have to have that practical experience.

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And so to move someone into that practical experience, they need to start shadowing.

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And doing the work alongside you.

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This is like a show and tell versus just a tell you need both aspects.

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So for gated amount of time, a let's call it like a probationary period.

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In this second phase of delegation, you should be letting someone watch and

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learn the technique and then try it.

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They will not be perfect at it, and you should not expect

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them to be perfect at it.

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What you should expect them to do is have basically on the job training.

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And as soon as you see them getting past a threshold of, of

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acceptance, you should start to move away from that part of the work.

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And so the second folk room you can't do, what I can do is all about.

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Helping you come to terms with the fact that eventually they will be able to

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do what you can do and you can step away from that piece of the work.

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Then you gain even more of your time back.

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Now, once you feel comfortable with how someone can do the work, you

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move to the third folk room, the third phase, and now you're really

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starting to get away from things.

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So now someone has the head knowledge, they have the ability to do the job.

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You've recovered a lot of time.

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The next phase.

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You know what?

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I don't know, meaning because they are the ones daily involved in the work

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because they are the ones doing the job.

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Now they actually have a better pulse on that work than you do.

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And that is a good thing that this is where.

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Entrepreneurs most first-time managers start to get a little

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bit nervous, especially if they like the details, because now

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they're disconnected from them.

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And so you need to be honest about that, but you can go and solve that too, because

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just being good at a job and knowing how to do it doesn't mean they're actually

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being an effective from a business perspective, meaning they're meeting some

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metrics or some KPIs that benefit the.

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We all know that just hitting a number for numbers sake does not

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actually equate to a good output.

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So in the phase of you don't know what, I don't know you're removed from the

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work, but it becomes really important that you start to implement report.

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Now in this phase of delegation, you need to start having weekly,

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monthly, and quarterly meetups with that person in order to understand

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how they're maintaining the job that you no longer do that they do.

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So weekly looks like kind of, more deeply.

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Reporting.

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You're looking to see if the main benchmarks goals, project

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timelines, if they are getting the tasks done and you want to

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understand blockers, but ultimately you're removed from the details.

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And so that time of meeting once a week needs to be a fairly high level.

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You just want to understand basically.

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Are you moving along successfully?

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Do you have any blockers and what are the notable things that happened in

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the last week and the monthly phase?

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You're looking to head up from that.

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You're looking at projects, you're looking at milestones, you're looking at overall

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effectiveness and growth of the employees.

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I think quarterly or even yearly, depending on the type of business

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you have, you're looking much more at how their role is helping

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shape the business over time.

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And so this third phase, while it's often the hardest one for an entrepreneur to

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struggle with is the one that helps you make sure that the machine is well oiled.

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So if you think about a gear in its place The effectiveness of the gear

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depends on where it's positioned.

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And it depends on what part of the machine.

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And that's all about finding the right person, putting them in the

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right role, making sure they can do the job, making sure that machine

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is well oiled is all about reporting and it's something that is an active

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maintenance so that you can trust the machine is working the way it should.

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Now, lastly, the last fulcrum, this is when you are

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completely sort of abstracted.

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So the person knows what they are doing.

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They can do the job effectively without you.

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And they actually now know more than you do about the day in the

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life of the work getting done, and they are shaping the business.

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So at this point you are.

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More or less getting pretty good at delegation.

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And the only thing you're now concerned with is the fact that

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they can do what you cannot do, meaning they are now the experts,

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they know more they've lived in it.

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And because of that, they actually can do more than you

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originally could do in that role.

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So they are now the, the SMI the subject matter expert and the person who is best

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positioned in the organization in the organization, other than you actually

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more so than you to get the work done.

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And this takes a little bit of time, but depending on the person and depending

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on the work you might get there faster than you think at this point.

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They can do what you never could have done before.

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They're in a position to start leading other people because they

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are now capable of re replicating the process that you just did with them.

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They know more than the average person they've been in the role for a long time,

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and they have the ability to walk through.

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Again.

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So depending on kind of the trajectory of your own business, once someone

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is in a position that they know more than you originally knew, and

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they can do more than you could originally do, it's time to consider.

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If it's right for the organization, for them to actually move into management,

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if they're the right person for it, from the temperament and desire and your

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business needs to grow in that direction.

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This is probably a time at which they can start replicating that

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delegatory process all over again.

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These are the four phases of delegation, the four fulcrums, the

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farther you move away from the work, the more work you will get done.

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First phages, you don't know what I know, meaning you're the expert.

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The second phase is you can't do what I can do.

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Meaning you may understand that.

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Computationally, but you don't have that practical expertise.

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So give them that practical expertise.

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Thirdly, you have, you know what, I don't know, meaning they are living day in the

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life more than you are, which makes them the best person to go to about facts

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and details and progress in that role.

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And then lastly, You can do what I can do.

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They are now the foremost expert in the organization, both from a head

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knowledge and expertise, position of things to lead that area of your business

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completely and likely if they're the right person, they're a good candidate

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for management and to replicate that delegatory process all over again.

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So this is a lunch.

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If you're a control freak.

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If you have trouble letting go, just like me, I hope these four

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phases have been effective for you.

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What I would ask is the next time that you bring someone into the organization,

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you know, that that's kind of a pain point where you got to bring somebody

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in, instead of just shoveling everything off to them from a, because you have

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to, because time is of the essence.

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Go through this phase, these phases methodically move from

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teaching to modeling and doing, to reporting to letting them

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replicate the process through.

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All over again.

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All right.

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My friends, I hope you have had a fantastic holiday break.

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Merry Christmas.

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God bless you.

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And don't forget to think the tunneling.

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Thank you for listening.

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If you enjoyed the show, do me a favor and leave a quick review.

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When you do it helps other entrepreneurs find this content and