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WHY SHOULD YOU DELEGATE

All right, suppose you don't delegate as much as you could.  What difference does it make? Sure, some day the business might get too much for you to handle, but right now you get by.  Of course, you have to put in sixty or seventy hours a week, but you love the business—every detail of it. It isn't as if you are doing something you don't want to do.

There are two good reasons to start to delegate now. First, delegation will help you develop and retain the kind of staff that every business needs for success today. When you delegate, your employees become more knowledgeable and flexible. With increased knowledge, they can provide better service to your customers. Their increased flexibility means an ultimate reduction of your labor costs since each employee will be able to perform a variety of tasks rather than just a few narrowly defined specialties.  You also have a better chance of retaining your best people. Studies have shown that job satisfaction and morale improve when people are allowed to stretch and expand their skills. In particular, high performers—the very people you want to keep—become frustrated if they are not allowed to grow and develop.

A second reason for delegating is that when you delegate, your time is freed for more important matters. While you may like the hands-on involvement in the day-to-day details of your business, you can become so involved in the details that you can't see the big picture.  A key leadership role you must play if your business is to succeed is that of visualizing the future. You must have time to step back from the daily routine and look ahead—six months, a year, five years.  If your business is to grow, someone must plan now for the future. That someone is you.

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