Three things to help you delegate and be more productive


Delegation increases average professionals’ earnings by 20% 

Almost anyone with a job and colleagues can delegate… theory.  In practice, the picture is not so rosy.  Those who can’t or won’t because they believe “it’s quicker to do it myself”, are overly insecure, or who enjoy ‘doing’ too much and the task of efficiently running their departments or work portfolios too little.

Which is a shame because delegating well can make a big difference – up to 50% in improved earnings for the most highly-skilled senior individuals willing to take the plunge*.  Not to mention a beneficial reduction in the number of stressed-out task junkies, frustrated juniors who are not allowed to develop (and so leave), and in the worst cases, clients who are also dissatisfied and go elsewhere.  The strong desire of professionally-trained people always to want to do the best possible job is perfectly understandable.  But there should be no dilemma if this is at the expense of personal, business or staff health.

Here are three tips that can help your delegation work properly – and more profitably.

It’s not an egg… of the biggest sins is to sit on a piece of work, perhaps for days or weeks, only delegating at the last moment.  This presents the recipient with a double challenge: coping with the work delegated and juggling their often heavy existing workload and commitments.  Reluctant delegators sometimes perceive that such a tactic will somehow stimulate the poor recipient into glorious action as “it’s an emergency!”.  It won’t.  More likely, it will only inspire future dread of the same thing happening again and a ‘run for the hills’ response.

Be SMART  Assuming that a task has been appropriately delegated, nine times out of 10 it will only go wrong if instructions are not made clearly or comprehensively enough.  Here, the old management saw of SMART needs to be applied.

Make sure first that you are Specific – it is very easy to give vague instructions that can be misinterpreted. The task must also be Measurable, so define clearly what successful performance will look like and result in; then Agreed (the recipient contributing to what is agreed rather than being just told); Realistic (giving unreasonable targets does not set people up for success: it is what is realistic for THEM not YOU); and finally Time-bound, with clear, specific deadlines and milestones.

Take the buck  You can delegate authority but not responsibility.  Overcoming the psychological barriers to delegation is the biggest challenge.  Doing it is the second.  Then recognising that we must still take responsibility for what is delegated is the final achievement – whether the job is successful or not.  If it’s a success, take and hand out the plaudits; if not, be brave enough to take the rap (rather than pass it).

James Newberry runs People Scope, a consultancy, training and coaching firm working with lawyers, accountants and other technical specialists to help them operate successfully outside of their comfort zones.

* Harvard Business Review, “Research: Delegating More Can Increase Your Earnings”, Thomas N. Hubbard, August 2016


Three ways to use the proper power of persuasion


“I don’t need to persuade anyone.  The quality of what I do is self-evident”

So runs the mantra for a number of professional specialists we have met. Somehow, the world (which includes clients and prospects who may not be able to experience the intangibility of what they offer) will see the light. Of course, most often they don’t.

Either this, or they associate persuasion with a stereotypical vision of the “pushy” sales man or woman – and may then try to “sell” by talking endlessly about themselves or their firm. Neither attitude works or is representative of the proper power of persuasion. This is an art that can be learnt, and which has some underlying basic principles: here are three of them.

Give before you get  A tough one this, in that it involves unravelling years of conditioning for those who have had it drummed into them that hours and minutes are ALWAYS TO BE CHARGED FOR. Most people want to return a favour, so if you give them something they will usually want to give something back. We have heard many variations on this theme when trying to attract new clients. “For the trial piece of work, deliberately, we gave them more than we were paid for; they recognised it, liked our attitude, and they are now a significant and very profitable client 10 years on!”.

Three more Ps  This is about Positive Peer Pressure. Those who do business with the public sector see the power of this one. Some people (in fact, many professionals) are better convinced to do something if others are seen doing it. The more local authorities that you work or have worked for, the more powerful appears your case. And in the private sector, if the firm’s name is associated with successful industry authorities (e.g. market leaders), then you can get a double whammy.

Seek out common ground  People do more business with those they feel they like. A large part of such liking is about the amount of common ground that is established between them. Successful professionals know this: which is why golf, cricket, rugby, football etc. are such common pursuits. Sadly, many do not venture outside of these, their own obvious likes. Successful networkers know that it is possible to establish common ground with just about anyone. But it needs this realisation and then practice to achieve.

James Newberry runs People Scope, a consultancy, training and coaching firm working with lawyers, accountants and other technical specialists to help them operate successfully outside of their comfort zones.