Take a Step Back: The Art of Delegation

In a two-person outfit, assigning tasks may simply be a matter of communicating openly with your partner. But as businesses grow, the very thing that made you successful—taking control—can ultimately hold you back.

Delegating tasks effectively is especially tricky for companies that deal mainly with off-site contractors, like Ivy Development Corp., a Davie, Fla.-based construction company. There, owner Gary Grass does most of the delegating—to an office administrator, superintendents, project managers, contractors and construction workers. It’s a process that’s taken years to polish.

Like other successful companies, he’s found that creating an organized reporting system and well-established roles are crucial to keeping projects on track.

Put it in writing
Before creating a concrete reporting system, it wasn’t uncommon for invoices to be turned in two weeks late by superintendents with other things on their minds.

“The super has no ability to pay a bill or approve payment,” says Grass, so it just wasn’t a priority for them. Sometimes he’d end up on the phone resolving the matter himself.

In recent years, such wrinkles have been ironed out by a strict reporting system and detailed job descriptions. Now that Grass receives job reports from superintendents and project managers several times a week, he doesn’t have to waste time on unnecessary tasks.

Yet, he still maintains a hand in every aspect of his business so there are no surprises. For example, he stops by job sites once a week, so that any problems can be addressed on the spot. “This way I am able to see what is going on at the jobs, but I don’t have to spend much time there,” he says.

Take a step back
If you’re used to playing a very hands-on role in your company, it can be hard to take a step back and give others the reins.

“When [owners] try to take their business to the next level, they often stick to the same approach that brought them success in the first place,” which can keep business from flourishing, says Bryan Moe, Director of Central California Small Business Development Center (SBDC).

Assigning responsibilities can also be a morale booster. Employees who are responsible for seeing a project through are more likely to buy into the owner’s strategy and vision, Moe adds, ultimately becoming better at their jobs.

Moreover, lack of delegation can impede your business in the long run. One of the biggest mistakes Grass sees general contractors make is taking on too much work and then not being able to follow through on time. In a word-of-mouth business, that’s not a reputation anyone should want.

Take it to the next level
Here are five tips for turning delegation into an art form:

1. When possible, deal with people on a face-to-face basis. When Grass visits project sites, he’s able to tell contractors personally what needs to be done and address issues with clients on the spot.

2. Establish roles from the get-go. At the onset of a project, Grass sends subcontractors a letter along with the contract, laying out the various roles in his company. That makes miscommunication much less likely.

3. Be prepared to step in. Sometimes owners need to take control of a task when a potential problem could threaten the job. For instance, if you’re working with a hot-headed contractor, create a buffer by addressing the client yourself. 

4. Train employees hands-on. No one can communicate what you want better than you. 

5. Convey responsibility. To be successful, it’s necessary not just to assign responsibilities, but to clearly communicate authority over that task, says Moe. Your employees will be more likely to take responsibility when something goes wrong.


Effective delegation will open up valuable time to concentrate on your real goal—growing your business—and foster better development among your employees as well.