As I work my business, I have found that delegation of rudimentary tasks or tasks that only play to your weaknesses is of utmost importance. I know I have a mental block against accounting, so I hire someone to take care of that. If you cannot let go of a task or process and you start to become a bottleneck, you need to think twice about documenting what you do and then delegating that task.
Do you know of a company that is growing quickly? If you do, chances are high that upper management has their process memorized so that it would be difficult to bring in someone new. They’ve been doing what they’ve been doing so long that they don’t have to write it down. To them, it’s second nature. Are you one of those people? Do you prefer espousing your knowledge verbally? If you do, try to think about the learning capacity of the person you are training instead. Most people are kinesthetic learners (by touch or doing) or visual learners. I feel sorry for my child who has to sit through an entirely verbal lecture – I couldn’t do it anymore. Create documentation.
Document what you do so you can pass it on and move on and up.
When I work a contract job, I am always thinking about how to move on and up. I document what I do to:
1) avoid repeat questions via email or phone; I can see “See my Resources page” [that’s how I started NotesFromKris.com – see my ‘Notes’]
2) avoid being called after a contract is complete – “let me just ask you this ONE question” and typically they expect that ONE question to be so short that I shouldn’t be paid
3) provide order and good will in my wake (as in a boat’s wake, not a funeral)
4) move up in rank to strategy and business analysis
If you don’t delegate and document, eventually you will drown.