Barriers to delegation and outsourcing and how to overcome them
Many business owners experience barriers to delegation – potentially disastrous as your business cannot grow without it. Sometimes there is a deep-seated reason why you can’t ask for help; for others, it just hasn’t occurred to them!
In this blog, we look at common reasons business owners struggle with delegating, and consider the ways you could overcome them.
Common barriers to delegation
1. Imposter syndrome
When we experience imposter syndrome, we believe that we’re an imposter in our sector. We feel like we shouldn’t be in the role of a business owner, or we don’t feel like we’re qualified to work in that industry. Imposter syndrome – unlike actual fraud – is when we have all the qualifications and experience to do our jobs, but we still feel like we shouldn’t be there.
Imposter syndrome is a barrier to delegation because if we don’t feel entitled to do our jobs, how on earth can we take the lead when we ask someone else to do it? And how can we give feedback with confidence?
Sometimes, all we need to overcome imposter syndrome is a quick reality check. Look back at your qualifications, if you have them. And if you’re a graduate of the University of Life, spend time remembering how you learned all the skills that got you where you are today.
If your imposter syndrome is more serious than that, it could be helpful to talk to a life- or business-coach. We have quite a few in our business family – talk to your local regional director if you would like an introduction.
2. “It’s quicker to do it myself than show someone else.”
We’ve all said this at some point! But the truth is, showing someone else is a long-term investment in your business. Certainly, the first time you do it, briefing your staff member or outsourced support will take time. However, once that initial briefing is out of the way, your business now has two people who know how to do it, instead of just one. This means one less thing on your to-do list; it also gives the business flexibility as either one of you can take responsibility for it in future.
Accepting that you will “lose” an hour while you brief someone else on how to do it is easier when you also see the long-term advantages you’ll gain in return.
Micromanagement is often a symptom of a lack of trust. If you don’t trust your staff or external support team, ask yourself why not. If their work is rubbish, stop micromanaging and hire someone else! And if the problem is with you, take action. Remind yourself that your team doesn’t want to do a bad job – they’re on career paths too.
Overcome barriers to delegation when you outsource to Get Ahead
If you’re struggling to ask for help, Get Ahead could be a good way to start. You’ll have a single point of contact in the form of your local regional director – they’ll be able to introduce you to the right expert who knows your industry and also has the right personality.
Often, they’ll encourage you to start small, perhaps with some outsourced diary management. If that goes well, you have the option to increase the amount of support you receive. You’ll never be locked into a long contract, and there’s always the option to add or subtract services as your needs change. We hope it will all go well, but if anything doesn’t make the grade, you can discuss it with your regional director. This means you don’t have to give feedback directly to your virtual expert if you don’t feel comfortable.