Delegation: Business & Leadership

By Ivan Remus

A Complete Guide.

No matter who we are, we all have the same number of hours per day. Why then it seems that there are people who manage to achieve extraordinary levels of success, while there is another group of people who appear that the hours of the day are not enough for them, while they do not manage to advance in their professional life and they seem not achieve your economic goals. What makes the big difference? The answer is simple; the first group learned to delegate in a highly effective way while the second group refuses to delegate. In what group do you consider yourself? You do not have to answer me, but I do ask you and answer yourself in which group you prefer to be?

No matter what excuse we give, the most significant barrier to a highly effective delegation is ourselves. It is in our hands to develop the necessary skills to achieve excellence when delegating effectively.

That is why we have wanted to offer you in this book a comprehensive manual that will help you develop these skills.

Some time ago, one of my mentors asked me a couple of questions that would change the course of my life. He asked me:
- Do you want to be a millionaire?
My answer was in the affirmative, and he continued telling me:
-If your answer is yes, then why do you insist on keeping to do jobs of $10 or less per hour?

At first, I did not understand what he was referring to. I was the kind of executive who loved to be aware and involved in every step of the process. I was proud to know how to do each job within the company. From formatting and running a software program, to filling out a requisition, to balancing a line. Also in my practice as a lawyer, writing a complicated contract, filling out and submitting forms before the different government agencies, balancing accounts receivable and accounts payable. Anyway, I've always liked to learn, and I've never been afraid of work.

He explained that knowing all those things was very good but that doing them was the wrong thing to do. By not wanting to delegate clerical issues, I did not take the time to do what no one else in the company could do for me. When I tried to do all those things, I was not giving my office the opportunity to grow. I was not giving it the smartest use of my time.

He told me, "Stop doing all those tasks for $ 10 or less an hour." I looked at him with a surprised face. Doing chores around the house, for example, was something that I always enjoyed. It not only relaxes me but makes me feel useful to the rest of the family. He replied, hire someone to do it. It is preferable that you dedicate that time to your family or to those projects that have been left at the bottom of the desk drawer for not having time to make them. 

That's when he told me something even more profound, delegate, even when you think you don't have the resources to pay that person for the delegated tasks because doing them is costing you much more than you would have to pay for them. Time is life. When you say you do not have time for something, what you're really saying is that you have no life.
That same day I began to delegate all those activities that I could delegate. I became a scholar on the subject of delegation. I started asking myself questions like:
What things can I delegate that has the potential to create the most significant positive impact by delegating them?
I started to be more jealous of my time. What things are robbing me of my time, are they stealing my life from me? 

Remember that there are only two types of people, those who take the lead to seek improvement and those who choose to remain immobile while the change moves them further and further away from success. So, in which group do you want to be?

• Language: English
• Publisher: Ivan Remus
• Release date: Aug 11, 2018
• ISBN: 9781393935797

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