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Dear Reader,

Let’s say you’re the CEO of a fast-growing startup.

You have a brilliant idea, a passionate team, and a loyal customer base.

But there’s one problem: You’re overwhelmed.

You have too many things and not enough time to do them all.

You’re afraid to delegate because you think it will take too much time, effort, or risk.

But you’re wrong.

Delegation is not a loss of control but a gain of leverage.

We have talked about delegation in the previous newsletters!

However, delegating tasks is not enough.

You also need to monitor and evaluate the progress and quality of the delegated tasks to ensure that they are done on time and to your standards.

However, you don’t want to be seen as a micromanager who interferes too much or too often in your employees’ work.

So, how can you monitor and evaluate your delegated tasks without micromanaging?

Here are some tips that can help you:

🚀 Clarify the task and outcome. When you delegate, explain what you want the employee to do and why. Ask them to repeat back and confirm. For example, I delegated a landing page task and explained the purpose, audience, design, copy, action, and deadline.

🚀 Delegate to the right people. Don’t micromanage because you don’t trust your employees. Hire or assign people who have the skills and experience you need. For example, I hired a graphic designer with a matching portfolio and did a test project well.

🚀 Set goals and milestones. Don’t leave the task to the employee without any follow-up. Check in regularly and give feedback. For example, I delegated a blog post task and set up weekly check-ins. I asked for a draft of the outline, intro, and conclusion before the full post.

🚀 Use technology to collaborate. Technology can help you track and evaluate delegated tasks without being annoying. Use tools that suit your needs. For example, I delegated a presentation task and used Google Docs, Slack, and Basecamp to share, chat, and monitor.

🚀 Support employees to learn and grow. Delegating tasks can help your employees develop new skills and confidence. Be available for questions and answer them promptly and politely. For example, I delegated a customer survey task and told the employees they could ask me anything. And when they did, I gave them clear and helpful answers.

I hope you enjoyed this newsletter and learned something new. And if you have any questions about delegation, please reply to this email!

Until next time,

Tulika

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