You Can’t Do It All

The cover story in the current (January-February 2019) edition of Entrepreneur Magazine is a profile of Michael Strahan (Link to the article).  Not being a daytime TV viewer, or a NY Giants fan, I was not very familiar with him.  Until I read the article, I was almost totally unaware of Michael Strahan’s many accomplishments after retiring from the National Football League.  There are a few things we can learn from his business career after his playing days were behind him. It Is What It Is Until It Isn’t – Not unlike many pro athletes, Strahan had no plan what he would do once the game ended for him.  Nonetheless, he piled up an impressive playing record; fifteen seasons (the average NFL playing career is only 3 years).  That level of longevity speaks to a dedication to be the best defensive end he could be.  He gave his all to his football career until it was over.  Are you totally engaged in your business? Deal With Pressure – After the NFL, Strahan went into sportscasting.  Leaving football introduced the concern and possibility the he would “suck” (his word) at something.  “You don’t want to be the weak link.” He said.  He realized that facing a 350-pound opponent who was trying to smash his head in was more pressure than “shaking a dude’s hand and asking him a few questions.”  He put the pressure of a new role into perspective.  Are you putting the day-to-day pressure you face in your business into perspective? Build Your Team – Along the way, Strahan, influenced by his career in professional football, a team sport, assembled a very effective team.  As he said in the article:

“I understand that it’s a bigger team than just you on the camera.  The most important people are the ones behind the camera.”  He went on to say, “You understand how important the support system is in sports, and that has carried over to me in business.  Because there’s nothing worse than feeling that you do a job no one values.  Each job is important – I don’t care if you’re cleaning out the garbage cans or working the phones or running the company.  Everybody has value, and football taught me to make people feel that value to get the best out of them.” (emphasis added)

Great insight toward building an effective TEAM. If you want to build a highly effective team for your business, a team that will enable you, your business and the team itself to bring amazing value to your customers and community, my ActionCOACH colleagues and I are ready to help.  All you must do is pick up the phone, tablet or keyboard and contact an ActionCOACH business coach.

The Nine Keys to Effective Delegation

I can’t believe that it has been four years since my last blog post about effective delegation.  I find this fact surprising because effective delegation within a business is one of the most important foundations of long-term success.  Without delegation at all levels of a team, the company and team members will not maximize each of their potential to create value for themselves, their customers (clients or patients), their company, their market and their community. Following are the nine keys to effective and successful delegation:
  1. Present the desired result and confirm it is fully understood. If you ever listened to your pilot communicating with air traffic control while flying, you would have noticed that the pilot doesn’t just acknowledge the controller’s instruction.  The pilot always repeats the instruction back to the controller.  That insures the instruction was fully understood.  When you delegate, it is imperative that the person you are delegating to, repeats the desired result back to you.  Ask questions to make sure that there is complete understanding of the desired result.
  2. Present guidelines or limits as to how the result is to be achieved. Define the “playing field,” their authority to contact, direct or contract with other departments or outside resources they may need.  The company’s CPA or attorney for example.  Is the project or task confidential?  If so, what level of confidentiality is to be followed.
  3. Discuss the resources that are available. Budget, team, equipment or space must be clearly defined.
  4. Establish a timeline. Discuss time constraints or deadlines, both internal and external.  In situations where there is flexibility, buy-in can be achieved by asking “When can you have this completed?”
  5. Make yourself available if assistance is needed and requested. Make it clear to the delegatee that you are available if they ask for assistance.  And make it clear that such a request will not be held against them.  One common example of required assistance is to overcome the resistance of people in other departments within a company to respond to the delegatee because they do not have a high enough title.
  6. Set accountability and KPI’s to measure progress toward the goal. You cannot manage something if it is not measured.  Setting measurements supports Key 8 and eliminate disappointment and surprises.
  7. Discuss the consequences both good and bad related to the desired result. This is the opportunity to present why the desired result is important.
  8. Periodically follow up. Without follow up questions, such as “How’s it going?” or “Are you on schedule?” or similar, there is only abdication, not delegation.  I have observed many instances of failure due to lack of follow up.
  9. Do not Jump-In to rescue. You may need to assist when a project goes off the rails.  However, if you jump-in and take the project over, you are doomed to having this repeat on future projects.

Remember “Successful delegation has more to with the delegator … not the one being delegated to.” – Darren Hardy

The ActionCOACH DelegationRICH workshop expands and details this subject.  If you want to get leverage of your and your team’s time, knowledge and talents, my colleagues and I will be happy to assist you to become a world class delegator.

2018 Business Excellence Forum – Blinding Flashes of the Obvious Part 3

The second day of BEF began with Darren Hardy, former publisher of Success magazine, and founder of Darren Hardy, LLC Success Mentor to CEOs & High-Achievers.  His presentation was entitled Productivity Secrets of SUPERACHEIVERS and was based on what he learned during his many interviews with some of the most successful people in the world. The following are a few of the many BFOs I got from Mr. Hardy’s presentation: img_1637-for-blog
  • YES is easy. NO is the master skill
  • 3 Activities – consider:
    • What should I have said NO to last week?
    • What should I say NO to next week?
    • What should I say NO to on my Idea, Project, Commitment & Communication Lists?
  • “To many choices create paralysis”
  • Warren Buffet’s Method
    • Step 1 – WRITE all your priorities
    • Step 2 Narrow the list down to your TOP 3
    • Throw the rest of the list away
  • Don’t mistake:
    • Movement for Achievement
    • Activity for Productivity
    • Rushing for Results
  • Create a “Give Up” list
  • Identify your Vital Few Functions
    • Delete / Delegate
    • Find & Focus on and leverage VITAL FUNCTIONS
  • “There is nothing so useless as doing efficiently that which should not be done at all.” – Peter Drucker
    • Stop doing
    • Master the Vital FEW
    • Out FOCUS
    • Out LAST (consistency)
    • Out GROW
    • Out FAIL – learn from mistakes
    Our next speaker was Travis Bell, The Bucket List Guy.  Travis was a speaker at the 2017 BEF (see 2017 Business Excellence Forum – Blinding Flashes of the Obvious Part 4 for my BFOs from 2017).  Travis repeated a presentation he delivered to the ActionCOACH coaches only.  This year he presented to the entire audience.  There is a few additional BFOs added to last year’s Travis Bell BFOs:  
  • The ultimate KPI is How Many People Come to Your Funeral
  • Go from Selfish to Selfless
  • Separate bucket list from to do list
Our next presenter was Steve Rogers, CEO of Alchemy Advisors.  Before founding Alchemy Advisors, Mr. Rogers was the President of Berkshire Hathaway Home Services.  Here are a few of the many BFOs from Mr. Rogers:
  • There is no perfect
  • The constant question – What will have occurred in the next 12 months to consider it a very successful year?
  • And
img_1744-for-blog Brad Sugars took the stage to wrap up day 2:
  • All of my clients have a Future Organization Chart (3 to 5 years in the future) These need to add a Timeline & Triggers to each new position on the chart
  • “Saving a wage cost me a fortune” – Brad Sugars
  • Hiring is not the same as Recruiting
  • Have at least 1 personal goal in your 90 day plan
  • Success:

See Your Goal Understand The Obstacles Create a Positive Mental Picture Clear Your Mind of Self-Doubt Embrace The Challenge Stay On Track Show The World You Can Do It

  Day 3 – A few BFOs from the coach’s session From ActionCOACH Kevin Simpson, a coach in Canada.  A few insights from his clients:
  • His bike shop client reduced the number of bikes on the sales floor, resulting in selling more units at higher prices
  • Conversation around what is possible. In the 19th century during the construction of a railroad, 32 spikers hammered in 63,000 spikes, each averaging 600 blows per hour for 14 hours.  They constructed 6.3 miles of track that day, which at the time was a record.  So the question is – Do we limit ourselves by our perception of what is possible?
  • To eliminate Bottle Necks – Communicate Priorities
    • be in Area 4
    • Area 1 – Intention & Attention / no money – EXCUSE (below point of power)
    • Area 2 – Money & Intention / no attention – BLAME
    • Area 3 – Money & Attention / not aligned – DENIAL
    • Area 4 – Congruency (above the point of power)
  And finally, from a couple of conversations during breaks:
  • A business is finished (Step 6 of 6 Steps to Massive Results) when it achieves the ActionCOACH definition of a successful business
  • Content is GREAT / Context is IT!
  • “Where there is SHIT, there is FERTILIZER
  I hope you have formed your own BFOs from this blog series. The 2019 Business Excellence Forum will be in Charlotte, SC from February 17th to the 19th.  If you wish to join me and about 1,000 other business owners, CEOs, leaders, executives and business coaches, or if you would like to accelerate your success, please contact me or any of my ActionCOACH colleagues.  Our mission is to create

World Abundance Through Business Re-Education

Three Mini Blogs

Effective Delegation – Step 1 I’ve been rereading “The 7 Habits of Highly Effective People” by Stephen R. Covey.  In 7 Habits, an important distinction is made between “Gofer Delegation” and “Stewardship Delegation.”  I realized that in my ongoing series of blogs on the subject of Effective Delegation I failed to make clear that the series is focused solely on Stewardship Delegation. Aside from deciding to actually begin delegating and having a plan as to what items to delegate, the first step in delegating any responsibility under Stephen Covey’s and my definition of stewardship delegation is defining and communicating the Desired Result.  Once the desired result is clear and understood by both you (the delegator) and the person you are delegating to (the “delegatee”), they are enabled to take responsibility to deliver that result.  It is up to the delegatee to determine how the methods that will be implemented to deliver the desired result.  This mutual understanding of the target is the foundation upon which leverage and success is built.   A Strong Reference to an Article (and Book) In the January 2016 edition of “Success” magazine there is a wonderful article by Amy Morin entitled “13 Things Mentally Strong People Don’t Do excerpted from her book of the same title.  Here are the headlines, please read the article or the book for the details:
  1. Waste time feeling sorry for themselves
  2. Give away their power
  3. Shy away from change
  4. Squander energy on things they can’t control
  5. Worry about pleasing everyone
  6. Fear taking risks
  7. Dwell on the past
  8. Repeat their mistakes
  9. Resent other people’s successes
  10. Give up after their first failure
  11. Fear “alone time”
  12. Feel the world owes them something
  13. Expect immediate results
I’m sure you will benefit from learning more about this important subject.   Headline in a Newspaper The other day I read the following headline “Pressure on Apple for Its Next Big Thing.”  This headline reminded me of one of the key things I learned when I was consulting at a company in the midst of a turn-around attempt.  The simple lesson is that there is never a “Silver Bullet.”  The company I was working with got into deep financial trouble because they keep searching to the one product that would save the business.  In fact they already had an excellent product offering that they could not reliably and consistently deliver.  One by one their retail customer base stopped ordering from them. You may be thinking that their silver bullet was fixing their fulfillment process.  Their inability to fulfill orders was a result of several factors including poor inventory control, poor bookkeeping and a lack of sales analysis, to name just a few.  One of the main messages of the ActionCOACH 5 Way Formula – Business Chassis is that your business can achieve massive results if you cover your bases and grow your business in balance. My colleagues and I will be happy to work with you to implement any of the concepts mentioned in the blog.

2015 Business Excellence Forum – Blinding Flashes of the Obvious – Part 1

Last month I attended the 2015 North American Business Excellence Forum (#BEF2015) and Awards.  I am proud that my client, the Winthrop University Hospital Department of Pediatrics won the 2015 Best Not-For-Profit Business Excellence Award for the combination of their STAR Program for children with special needs, their DOWN program for children with Down Syndrome and their Hempstead Pediatrics practice.  In addition, The Cancer Center for Kids, Winthrop Women’s Wellness, and Women’s Contemporary Care Associates – Maternal Fetal Medicine were all finalists in more than one award category. This year’s forum had some amazing keynote speakers whose presentations yielded many Blinding Flashes of the Obvious (BFOs).  The following are some of the BFOs that struck a chord with me.  I am sure that some of these will have a similar affect on you.  If I am correct in that assumption, please join the conversation and add your comments to this post. Our first speaker was Jonathan MacDonald ( @jmacdonald), a well known international speaker on perpetual change & how to think differently about the future of business, society & technology.  Here goes:
  • Beat competitors by solving problems faster and/or better than them – simple and straight to the point
  • Establish a balance between rapid growth and tuning – sometimes growth needs to be briefly slowed down in order to fine tune operations in order to continue to consistently deliver.
  • The concept of Phase Shifting – why some companies always seem to introduce new, very cool, innovative products. To state this as simply as possible, a company’s first product may be a phase or step along their journey toward their true goal.  They continually solve the increasing difficulties while adding more value with each step.  Think how the USA was able to land a man on the moon. Or, is the Apple watch the end game or a phase?
Phase Shifting Slide
  • The ideal members of your team are those who have the will to succeed – you can train everything except will.
Our next speaker was Brad Sugars – Founder and Chairman of ActionCOACH.  Brad spoke about the 9 Potholes On The Road To Success:
  • Pothole #1 – Superhero Complex
    • Kills more businesses than any other pothole
    • Learn the art and science of DELEGATION
  • Pothole #2 – Scarcity Thinking
    • Move away from Limitations / Lack mindset
    • Move toward how Big is the market or how Big SHOULD my business be to accomplish my mission?
  • Pothole #3 – Doubters
    • They are all around you, learn to filter
  • Pothole #4 – Bad Decisions
    • Learn and move on
    • Always Test & Measure to limit possible damage
  • Pothole #5 – Out of Your Depth
    • Learn to Earn
    • Build a great team and delegate
  • Pothole #6 – FEAR
    • False Expectations Appearing Real – Collect the facts to eliminate the False
    • Failure Expected And Realized – Move beyond your self-fulfilling prophecies
    • Face Everything And Rise
  • Pothole #7 – Short Term Thinking
    • Plan / Execute / Measure / Review / Plan / Etc.
    • Phase Shift
  • Pothole #8 – Overwhelm
    • Break the Overwhelm cycle by taking action – one step at a time
  • Pothole #9 – Self Sabotage
    • Have a good look at yourself in the mirror
To be continued.

Can You Afford To Abdicate?

Abdication cost New York City more than $700 million for one project.  How much could abdication cost you? New York City’s Department of Investigations (DOI) released a report late last week about the $1.3 billion (original estimate) project to overhaul the NYC 911 emergency dispatch system.  The report, which is highly critical of the administration of former mayor Michael Bloomberg, contains the following sentence: “Bluntly, the most senior members of the administration simply failed to pay attention.” Further, DOI Commissioner Mark Peters said the city “paid a huge amount of money to a bunch of contractors and assumed (for a quick laugh regarding assumed see: ) they’d get it right … in 2004, we say it’ll cost $1.3 billion and it’ll be done in 2007.  In fact, it’s going to cost more than $2 billion, and it’s not going to be done until 2017.” I noticed the following evidence of abdication, rather than effective delegation:
  • “The city relied excessively on outside consultants and failed to adequately monitor progress.” Simply setting things in motion without proper follow up and metrics is Abdication.
  • Whatever follow ups and measurements that were in place may not have been on an appropriate schedule – Abdication.
  • “An inordinate amount of time” on paperwork “detracted from the ability of staff” to do their jobs. Having ineffective reports and paperwork amounts to Abdication with a false sense of security.
So the primary question is, what are you abdicating in your business, and what could that cost you?  Obviously, your budget is not the size of NYC’s ($76.9 billion for fiscal 2015).  However, in proportion, your lack of effectively delegating key projects or ongoing operational tasks has the potential to do way more damage to your business.  The cost in lost profit, customers and opportunity could be enormous, if not fatal.   This is another installment in my ongoing series about the art and science of successful, effective delegation.

Effective Delegation vs. Abdication – Part 4

As part of my on-going series about the art and science of effective delegation, I will discuss two topics in this blog; The prerequisites of effective delegation and how to prepare to delegate. The Key Prerequisites Of Effective Delegation There are a number of essential items you should address before delegating a particular responsibility or task:
  • Delegation Plan – As is the case in many business projects, planning is a key element of success. Therefore, you must have a delegation plan.  This plan should include:
    • What is to be delegated – a clear description of the task or responsibility you are going to delegate
    • Who is this item going to be delegated to – not only who, but you will need to have a clear understanding of why the recipient is the ideal person (or team) to accomplish your goal
    • Definition of Success – have a clear understanding of what your expected result will be, and be able to clearly communicate this definition of success
    • Metrics – know how you are going to measure progress toward success
    • Time frame – is the item to be delegated on-going or finite
    • Follow up – know how often are you going to check on progress toward success
  • The Why – You must have a clear understanding of why you are delegating the item. Your why may include some of the following:
    • You do not have the necessary skills
    • You do not like the task to be delegated
    • Someone on your team (either internal or external) has more experience or professional training
    • The item is not the most effective use of your time and attention
  • The Item Must Be Something That Can Be Delegated – Simply put, if you are the surgeon, you must do the surgery. On the other hand, if you are the surgeon, you will certainly delegate the anesthesia.  It is counterproductive to delegate something that only you can accomplish AND is core to the success of your business
  Preparing To Delegate Not unlike real estate, effective delegation has three very important items you must have in order to delegate:
  1. Communicate the responsibility or task to be delegated – know exactly how you are going to define what you expect
  2. Communicate the definition of success – know exactly how you are going to define and measure success
  3. Communicate the bigger picture – know how you are place the delegated item into the context of the businesses success and mission
Unlike real estate there is a fourth important item you must be prepared to do in order to have effective delegation, not abdication – you MUST be prepared to not take the item back if it is being accomplished but not exactly as you would accomplish it.  As long as it is moving forward, you must be prepared to LET IT GO!

Effective Delegation Part 3 – What You MUST Delegate If You Want Your Business To Grow

As part of my on-going series about the art and science of effective delegation, and in response to questions I have been asked, I have developed the following Top 10 List:   The Top 10 Items You MUST Delegate

10. Activities that will speed up your cash flow – This includes collection calls, invoicing on a timely basis, responding to inbound customer inquiries, processing and shipping orders and making it easy for customers to buy from your business, to mention just a few.

9. Tasks that are already streamlined and documented – This is one of the keys to achieving both leverage and consistency in your business. Without leverage and consistency your business will become increasingly chaotic as it grows, if it grows at all.

8. Tasks that involve government or other outside, often-changing regulations – You simply do not have the resources to keep up with regulations. Make sure to delegate to trained professionals whose job it is to be up to date.  For example, a while ago I was introduced to a customs lawyer.  She told me that her new law practice was booming because U.S. Customs is now part of the Department of Homeland Security.  She mentioned she found many companies that have been importing materials for years, always completing the paperwork the same way that are un-wittingly, no longer in compliance.  Worse yet, the potential penalties are many times larger than before DHS was formed.

7. Anything that you want your team to master – You will never achieve leverage in your business if your team does not master operational tasks. Mastery supports consistency.  Consistency is a prerequisite to growth.

6. Tasks where you are the bottleneck – If everything goes through you, your company can only work at your speed and capacity.

5. Areas that are beyond your skill-set or competence – Simply put, if you are not good at it, you shouldn’t be doing it.

4. Anything that you shouldn’t be doing – If you are tempted to do that low-value task that is not time sensitive, stuffing envelopes, shredding out of date documents, etc., you are keeping yourself from adding the most value you can to your business. Remember, all of us ultimately are compensated for the value we add, not for the time we devote.

3. Tasks that keep you from growing your business – The main responsibility of ownership, whether you actually own a company or simply take ownership of your responsibilities, is to develop and grow your business.

2. Anything you hate to do – If you hate it, you most certainly will not do it well.

1. Anything that requires specialized knowledge – You cannot possibly be an expert about every subject necessary to build a successful business. You can never go wrong delegating to expertise on an as-needed, demand basis.

Bonus – Any subject where you can benefit from someone else’s experience – We are not omnipotent; learn from the mistakes of those who went before you.

One very important word of caution: You must not abdicate any of the above; you must learn and practice effective delegation. Please share your experiences and results from delegation or abdication with my growing community.

What Can We Learn About Business From The Boston Pops – Part 2

About two weeks ago I went to a wonderful Boston Pops concert at Tanglewood.  While enjoying the concert, my mind wondered to business and I had two Blinding Flashes of the Obvious (BFOs). My first BFO was the subject of Part 1 of this post, that a well run business is like a symphonic orchestra.  The second BFO I had at the concert reinforced one of the core themes of my coaching; the goal of successful, effective delegation as opposed to abdication or, even worst, keeping every responsibility and task for yourself.  Something I call responsibility hoarding. I know this is an extreme example, but imagine for a moment that there were no section leaders, concert masters or first chairs in an orchestra.  That there was no one the conductor could delegate local leadership to, no one to be responsible for assisting the conductor with interpreting and communicating his or her vision of the performance of each piece of music to be presented. Without section leaders present during rehearsals, both the conductor and the orchestra cannot maximize the value of their time.  When the conductor works with the violins, the other sections are listening but idle.  Major orchestras with section leaders, often have separate concurrent sectional rehearsals, a much more effective use of everyone’s time.  During concerts, when the conductor turns his or her attention stage right, toward the violins, the other sections do not get lost, they can follow their section leaders.  Bottom line, the conductor, and by extension, the entire orchestra, gets the benefit of tremendous time and operational leverage. So in your business, you should always be aware of the following key questions:

-Have you identified your team (both internal and external)? -Are you delegating?  Successfully and effectively? -Are you even trying to delegate those things you are not good at, hate doing or shouldn’t be doing?

If you answered NO to any of these questions, you must answer YES to the next question:

-Are you your businesses biggest roadblock, in the way of growth and long term success?

No delegation equals no consistent growth, no long-term success and you becoming, if you haven’t already, a slave to your business with no exit plan.  I don’t mean to imply that successful, effective delegation is easy.  Delegation is both an art and a science which must be studied before it can put into your daily routine.  It starts with your desire to get leverage in your business, a desire to delegate. If you are not currently delegating, are not getting the results you expect in your business, have no plans to delegate or don’t know how to begin delegating, get thee to a business coach.  Any of my colleagues at ActionCOACH and I are expert in successful, effective delegation.

Effective Delegation vs. Abdication – Part 2

Why You Say You Don’t Want To Delegate? I’ve surveyed many clients over the years, and the top reasons I have heard for not delegating are:
  • It will take too much time
  • I can’t afford the time to train someone to do this
  • No one can do it as well as I do
  • The last time I delegated something it was a disaster
Let’s look at each of these one by one. It will take too much time – It does take some time, at first.  But let’s look at this from another angle.  You have a single monthly task that takes you a mere hour per month.  you delegate it to a member of your team who is qualified, but has never done this particular task before.  Taking a worst case scenario, in month one, you have the designated person observe you doing the task. and because you are teaching as you go along, it takes 1-1/2 hours.  In month two, you observe your team member doing the task and assist when necessary.  Again you invest 1-1/2 hours of your time.  In month three you again observe and invest one hour.  In month four, your team member accomplishes the task alone and you invest .25 hours reviewing the results. In subsequent months you simply review the results for ten minutes, or less and your team member, becomes almost as proficient as you, requiring 1.1 hours to accomplish the task.  Results after one year:
Month Your Hours Without Delegating Your Hours With Delegation Team Member hours
1 1 1.5 1.5
2 1 1.5 1.5
3 1 1.0 1.25
4 1 0.25 1.25
5 to 12 1 each 0.1 each 1.1 each
Total Hours 12 5.05 14.30
Your Total Saving   6.95  
That is almost seven hours that you have made available to devote to higher value activities. I can’t afford the time to train someone to do this – Now let’s put some value to your time.  Assume you earn, or would like to earn $200,000 per year.  That equates to $69.44 per hour, realistically assuming the typical 60 hour weeks most entrepreneurs works.  Assuming your team member is a manager earning $75,000 per year, and works 50 hour weeks, the value applied toward the hours expended in the table above is:
Month Your Cost Without Delegation Your Cost With Delegation Cost of Team Member
1 $69.44 $104.17 $46.88
2 $69.44 $104.17 $46.88
3 $69.44 $69.44 $39.06
4 $69.44 $17.36 $39.06
5 to 12 $555.52 $55.52 $275.04
Total $833.33 $350.69 $446.88
Raw Saving   $35.76  
Added Value of your time   $482.61  
Net Value Added   518.37  
But wait, there’s more! If you invest your time towards more appropriate, very productive, high-value activities, you can expect a return on invested time of at least five times.  That equates to a return from saving about seven hours in the first year by effectively delegating a one hour per month task of just under $7,000.00!  In subsequent years, the delegated task yields an even greater monetary return. Now let’s take a quick look at delegating a menial task to a more appropriate person, say a $20,000 per year administrative assistant.  In this example the monetary saving is significant:
Month Your Cost Without Delegation Your Cost With Delegation Cost of Team Member
1 $69.44 $104.17 $15.63
2 $69.44 $104.17 $15.63
3 $69.44 $69.44 $13.02
4 $69.44 $17.36 $13.02
5 to 12 $555.52 $55.52 $91.68
Total $833.33 $350.69 $148.96
Raw Saving   $333.68  
Added Value of your time   $482.61  
Net Value Added   816.29  
And that is before the ROI on your time being invested more effectively. Clearly, you can’t afford to NOT delegate as many tasks as possible! This is Part 2 of a continuing series about effective delegation.  I welcome your comments and case studies.  Stay tuned, Part 3 will be published shortly.