He also believed that his children, who had been trained in different disciplines, were ready and deserved the opportunity to take on greater responsibilities and grow in the family business. But at the same time, some doubts assailed him: Would your successors be able to run the business properly? Could they make the best decisions, without compromising the growth path that he personally had set her on? Could he really ignore the future of the company?
Julio’s dilemma is shared by many people who, like him, either because of the moment of life they are going through, or because their businesses have grown enough, are faced with the need to delegate the management of their company.
We understand delegating as “To ensure that others can take over the tasks and responsibilities that today weigh directly on our shoulders and at the same time be able to do so with the peace of mind that things will continue to work properly.”
Ideally, the delegation of leadership of a company should begin to be designed long before the time of delegation itself arrives. Both for those who empower and for those who receive, it implies a prior process of identification, learning and preparation. This anticipation is not always possible, but it is something that those who are owner-managers must bear in mind if the process is to flow properly.
In this sense, we can consider some key aspects to take into account:
1. Define what tasks or functions we want to delegate and what we seek to achieve with that delegation. It is also important to consider whether we will delegate everything at the same time or we will do it gradually and in stages.
2. Who or who are the most suitable people for that delegation: here counts not only the ability to carry out the function, but also their motivation to do so. Depending on the combination of these two factors, the delegation can be done more or less quickly.
3. Validate, with whom you are going to take responsibility, what should be done, the objectives we pursue and what is expected of your role, for which good communication is key.
4. Make sure that the person or persons to whom we are going to delegate have the necessary resources to carry out the task and, if possible, let them know that they will have our support and consultation until they have sufficient autonomy to handle themselves.
5. Establish, especially at the beginning, periodic monitoring instances as well as define indicators that allow progress to be evaluated. This will allow anticipating eventual disagreements and more objectively assessing the success of the process.
It is always important to agree on the transition establishing bases of trust, commitment and fluid communication. Otherwise, the person who delegates will remain attached to the control that will prevent them from enjoying the benefits they expect from that delegation and whoever receives will feel that they are not being able to take charge autonomously.
Independent professional advisor to SMEs, today at Aqnitio SA
Source From: Ambito
