While some operational tasks are better handled personally, it’s virtually impossible to grow your business without delegating responsibilities. Why?

First, there’s only so much you can individually do. After all, how many jobs can you reasonably accomplish? There’s only one of you. Just try making several prospecting calls, paying a few invoices, lettering a couple of signs, striping a car or two, and calculating some estimates in a day’s time. How long before your company feels the stress of missed delivery schedules, delinquent accounting procedures and slumping sales initiatives? Think you’re wearing all those hats adequately? Well, even if you’ve been doing an admirable job juggling responsibilities so far, will you be able to continue the routine and avoid a ‘one-person-show’ burnout?

Secondly, there’s just only so much time in a day! Wish as you may, that extra hour just isn’t there to squeeze in all the other things you still need to do. The only logical conclusion to the matter is to get the needed help.

Not convinced that you need to delegate responsibility? Then start with evaluating your attitude.

1.2 ~ Attitude is everything!

Your self-reliant approach is exactly what made you a self-starting entrepreneur. In the sign industry today, you need exactly that kind of confident attitude to convince potential customers that they need your products and services. Now don’t let that great, positive attitude turn into a negative force that works against the growth of your organization.

That inherent ‘do-it-all’ disposition may make delegation difficult. Handing out responsibilities may not be easy for you. So how can you check yourself and see how you're doing in this area? Ask others. Trusted friends, business associates, and even family members can add up your score. Listening to their evaluation will afford an opportunity to position your business for growth. And above all, don’t take it personally. If you do, you’ll immobilize your company’s expansion.

All right. Now you’re convinced you need to do better in the delegation department. But where do you begin making changes? Start with evaluating your skills.

1.3 ~ Do what you do best and just delegate the rest!

‘Jack of all trades, master of none.’ Don’t let that phrase apply to you. Excel at what you do the best and put those powerful skills to work for you. Anything else that isn’t your forte, just delegate!

Evaluate whether you’re better organizing the office or making sales calls. Ideally, potential buyers like working with business owners themselves, but we don’t live in an ideal setting! What if your communication skills aren’t as polished as you think they should be? Then, delegate one of your best associates to be your company’s public relations connection and train them for that role. You’ll be their best teacher and they’ll be your business’ best broadcast.

Evaluate whether you’re better at in-house production or on-site construction. Hate weeding vinyl or airbrushing? Then, start teaching other qualified employees and get out there and organize that installation! You’ll be happier and your business will be, too.

Now you’ve assessed what you do the best. Is there anything else? Yes! Just let go!

1.4 ~ Just let go!

Since letting go may be a new concept, start on a small scale and build up steam. The important thing is to take definite steps, even if they come one at a time.

Begin to let go by empowering those qualified employees to make decisions. To delegate successfully means that your associates must bear the weight of their conclusions, whether they’re right or wrong. Remember that some may make mistakes and some may make decisions differently than you would have. As long as your company continues to maintain customer satisfaction, deliver exceptional products and services, and experience energetic growth, continue to accept the challenges of diversity.

Remember, letting go doesn’t mean you won’t continue to ask pertinent questions such as: Has a mistake caused financial difficulty? If so, how severely has the company been impacted? Have sales slumped? If so, how substantially have receivables been affected? Has the company lost valuable customers? If so, how many buyers have been forfeited? What changes and adjustments need to be made?

Letting go doesn’t mean you won’t conduct regular and periodic reviews either. Implement a consistent schedule of staff meetings where company policy can be formulated and information can be exchanged. Use these occasions to make positive adjustments and get everyone back on board, if necessary.

1.5 ~ Get ready for growth!

Avoid ‘one-person-show’ burnout and a stressed business environment related to missed delivery schedules, delinquent accounting procedures and slumping sales initiatives. Instead, get ready for growth by delegating.

Since it’s virtually impossible to grow your company without delegating responsibilities, start by taking the necessary steps even if they come one at a time. Begin by evaluating your attitude and what you do the best. Accept the challenge, empower qualified personnel and conduct periodic reviews. And finally … just let go!