People and organizations don’t grow much without delegation and completed staff work because they are confined to the capacities of the boss and reflect both personal strengths and weaknesses.
Entrepreneurs and business owners are typically real go-getters who don’t shy away from hard work. However, there’s more than the ability to work hard that separates the winners from losers – you also need the ability to delegate. Knowing the value of your time and expertise is the heart of the matter. Knowing which responsibilities you need to get off your plate so you can focus on your business instead of getting lost in the daily repetitive things that can be delegated to someone else is so important. This is why hiring a Virtual Assistant (VA) can be a crucial step for you.
Empower yourself and delegate to a MyOutDesk Virtual Assistant. Please book a consultation with us today to find out how.
The first thing you need to keep in mind is that there is no such thing as a super Virtual Assistant who knows everything that you’ll barely need to train. This will save you from a lot of frustration. From the get-go, you should know that a Virtual Assistant is like any in-house staff. They are there to support you, be a part of your team, and take over specific tasks within their talents and knowledge. If you truly take the time to train them and help them understand your business processes and culture, then you will already have built the foundations for a strong partnership.
Successful delegation is a real balancing act between letting go while simultaneously maintaining control. It sounds like an oxymoron, but it is the key secret to success in this area.
So, in reality, the question is not if you are tech-savvy enough, but truly it is if you have the proper mindset to have a successful experience with your Virtual Assistant.
Before you even consider hiring a VA or anyone for that matter, you need to look at your systems and processes. Is everything clear and laid out? If a layperson who was not you looked at them, would they be able to figure it out? Getting success with the delegation of tasks to your virtual assistant boils down to your ability to create your own processes and systems for how your business operates and what this VA is actually going to do for you.
First and foremost, what we’ve learned from our experiences with our clients and our Virtual Assistants have shared with us that you need to treat your VA just like you would anyone else on your team. Could you not treat them any differently? If you make them feel truly part of your team, you will see that they will develop loyalty and work harder.
Make sure that you take enough time to train them properly. While you will be hiring your VA based on their skills and knowledge, remember that your business will have unique facets and specific systems and processes that they need to learn. Therefore, training your VA well is a crucial step to your delegation.
Next, make sure that you set obvious expectations from the get-go. When it comes to task delegation, what might seem clear to you may not be so clear to someone else because they’re not in your business. Until they’re working with you for a long time, people won’t know your style, and they won’t know how you think, so you have to be extremely specific when you delegate tasks and allow time for them to adapt to your systems and processes.
Another crucial step to delegating to a Virtual Assistant is the art of letting go. When you’re inviting any team member in, virtual or otherwise, you need to have faith in your system. You need to have faith in your ability to teach somebody how to become awesome at what you can do, understanding and believing that your virtual teams can do it as well as you can, if not better! It’s the essential step to learning how to improve delegation skills.
Delegation is about finding the right person for particular tasks with a clear process, a clear understanding of their role and their deadlines. If you’ve got great people in each seat, it requires very little management on your part. But it’s not just about having great people. You need to fully master how to successfully delegate tasks and create a system within the current parameters you have, with either the people you have or the time you have. Create the system and then understand that it will be the development of that system over time that leads to success.
The best part about opening yourself up to a virtual team is that you get to explore a wider pool of talent since geographical location is no longer a concern. You need to keep in mind that by delegating tasks to someone else, you are opening yourself up to more possibilities to grow your business. When in doubt, look at it this way, if you are doing things where the outcomes do not change regardless of who does them, you should be delegating those things. As the business owner, your time should be spent on things where the outcomes rely on your talent and expertise. You should also invest trust in people who will prove to be an asset to your business.