Smart people think nobody else can do theirwork better than them.
Nobody So they have to control everythingthey’re doing.
Millionaires eventually figure out that ifyou want to scale and build a very big business and become a millionaire one day, you haveto learn that you can’t do it all by yourself, and you need a lot of help.
So they go from being smart to being wise.
And to become wise, you learn how to delegateand leverage.
So today, we’re going to talk about a wordthat most control freaks cannot stand.
And it’s called delegation.
And I know it may be a curse word to you andI know it’s not the most exciting topic you may want to watch, but I promise you by thetime we’re done, you’re going to fall in love with delegation.
Because I’m going to talk about in this video11 laws of delegation, and I’m going to talk about what things you cannot delegate.
So maybe one day, you can get out of yourown way and build a business and enjoy the fruits of your labor.
Okay, so law #1 is to delegate up.
You’ve got to learn how to delegate up.
So what does delegate up mean? When we first started the YouTube channel,I can’t edit, so I delegate up.
We bring Paul.
That’s delegate up.
When it came out to compliance, I’m not thebest in compliance, we delegate up.
We went and got somebody.
When it comes down to all these differentprojects we’re working on, with websites, these apps that cost a million dollars we’redesigning right now, we can’t do it, so we have engineers who are experts at code, fromall over the world that we delegated up to, and they’re producing products that’s insaneof a product they’re producing for us, because we learned how to delegate up.
The better you are at delegating up, the betterproducts you produce, the better systems you create, the better company you create.
Number two is, while you are delegating up,think about it this way.
So this certain task, put hours to it, willtake eight hours if you do it, 12 hours if somebody else does it.
So let’s go based on 12 hours.
If this task is going to take 12 hours todo it, and it costs you $250, which is $25 bucks an hour to get this other person todo it, but you can do it in eight hours.
Eight hours, that’s $30 per hour to you.
Are you worth more than $30 an hour? This other person can do it.
With those 12 hours that you have, what canyou do to use your 12 hours effectively to help grow the company? Because if you grow the company, this personhas more of a steady job.
And you can pay him more money, because yourbrain can be in a place to say what can I do to expand the company, and work on my businessso I can grow it even to a whole different level.
You see, there’s a big difference in thinkingwhen you learn how to delegate up and you learn how to take this task that takes 12hours, put it effectively in the different area of your business to grow it.
Law #3: Just because you’re best at it doesmean you need to do it.
Just because you’re best at it doesn’t meanyou need to do it.
A lot of times you’re going to be the bestat it.
That doesn’t mean you need to do it.
I can be very, very effective in doing casemanagement work on the complete other side of the building with our company.
I’d be phenomenal at it.
But I’m not going to do it.
The company needs me in a complete differentposition than they need me sitting there doing case management.
I am more effective for the company doingthe work that I’m doing right now, because I don’t need to do that.
That’s called just because I can do it betterthan them doesn’t mean I need to be doing it.
Law #4, force yourself NOT to do it.
Sometimes it’s like an addict.
You know it’s like an addict.
They can’t let go of something they’re addictedto.
You have no idea how much control freaks arejust addicted to doing everything themselves.
No, no, no.
I’m going to do it myself.
And they fire people galore.
You know how I know that? I fired 27 assistants in my first two yearsof my career 13 years ago.
You know why? Because I didn’t think any one of my assistantscould do it as good as me.
None of them.
I could do better than everybody.
And I was right.
But I was not growing at the pace I wantedto grow.
The moment I delegated, I put four or fiveassistants around me.
We just went phoom! We exploded, because I was finally using mytime in proper areas to grow the business that effectively grew everyone else’s business.
And all those people that were assistantsmaking a couple grand a year, right now they’re making a lot more money.
So I was beneficial to everybody if I madea decision to force myself to not have to do all the work.
Now, let’s go to the next one.
If you’re going to delegate, there’s one areayou’re going to be judged on as a person that’s going to delegate.
And here’s what it is.
You will be judged on how you duplicate acertain person that you delegate a task to that you no longer want to do.
For instance, I want to teach this personhow to do front desk answering the phones.
It will take me 18 hours to teach Bob howto answer the phones.
So I’m going to role play with Bob.
I need you to do this, do this, do this, andI’m going to role play, role play, role play.
you got it.
Pretty easy? Okay, great.
So I’m just giving the numbers.
Let’s just say it takes seven hours.
So Bob is now doing the front desk.
He now has a script.
We’ve role played a million times.
He now knows how to do it.
I delegate that.
Anybody that works here around me, we’re goingto work very hard on you being a very good negotiator and learning at what point notto push, at what point to understand that it’s time for us to push.
At some point to realize this partner’s abusingus.
At what point to cut a vendor and say, “weare no longer doing business with this vendor.
” Why? If you work closely with me, you’re goingto become a better negotiator.
So there will be many time we say, I wantyou to listen to this negotiation call.
Stand right here, and listen for the 30 minutes.
And they stand right here and they listento me, and I go through it.
Boom, boom, boom.
I’m duplicating negotiators that may takea year for me to do, but a year later, I’m going to say, you handle this, because I duplicateda negotiator.
I duplicated a negotiator that I can delegatethat task to.
Which, by the way, that person’s value alsogoes higher.
When you teach somebody else to also learncertain skills, their value goes higher, because you injected your belief, your talent, yourskill into that person.
Their value goes higher, the company’s valuegoes higher.
This is a smart thing to do, if you learnhow to duplicate other people that are doing the tasks that you’re doing.
Next, match up accordingly.
So you cannot match up somebody to do frontdesk if they’re not very good on front desk, and they just don’t like people.
You can’t match up.
That’s not proper delegation.
That’s not smart delegation.
You can’t match up somebody to do businessdev when they have a short temper.
Hey, I need you to go visit all my customersand build a relationship with them.
They go out there and they piss everybodyoff.
They come back, why? They had me wait 20 minutes! It’s your customers, man, you’ve got to wait.
What are you doing? We just lost that account.
I don’t care what it is, they made me wait! That’s a bad biz dev person.
You’ve got to match up accordingly, so youcan’t match up just anybody to delegate any work.
You need to know, is this the perfect positionfor them.
Or are you asking a fish to climb a tree? What are you doing with them? A fish knows how to swim.
You don’t ask a fish to climb a tree likeEinstein said, many years ago.
If you do, you’re going to make them feelstupid, and they’re not stupid.
What is their strength? Delegate it properly in the department they’regoing to be able to max themselves out.
#7 Inspect until you trust.
You can replace the word inspect as micromanageuntil you trust.
So I want you to take over this task fromme on a weekly basis.
It’s three hours a week of work I’m doing.
Inspect, inspect, inspect, inspect, inspect.
You got it.
You’re on your own.
Law #8: Be very clear on what you’re expecting.
So if I’m delegating xyz to Bobby, I got tobe clear on what I’m expecting Bobby to do.
Bobby, I expect you to do boom, boom, boom.
Many times we’re not clear with the directionwe’re giving them.
They’re frustrated because they don’t knowhow to make you happy or please you.
The friction is on your end, giving properclear expectation to the other person that you’re delegating the certain responsibilityto.
This has got to be clear.
Then they’ve got to come back and you’ve gotto ask, “Do I make myself clear? Does this make sense to you? Do you have any questions?” No, I got it.
Email, document, go ahead, move on, and thenyou hold them accountable.
You follow up with it.
#9, stop doing $10 an hour jobs.
Okay? Stop going $10 an hour jobs yourself.
And let me explain to you what I mean by stopdoing $10 an hour jobs.
I’ve said this in a few other videos beforein the past, that I loved ironing and I loved shining my shoes.
And at one point, even though I couldn’t affordit, I stopped doing both, because I had to increase my own value.
Now, sometimes when people say that, theysay, “Well, Pat, are you saying that person’s worth $10 an hour?” They may.
If a person is saying yes to a $10 an hourjob, guess what they’re saying? “That’s what I’m worth.
” If a person says yes to a $70,000 a year job,that’s what they’re worth.
If a person’s saying yes to a $40,000 a yearjob, that’s what they’re worth.
Now by the way, so you may say, “I’m goingto say no to those job offers.
” Then you’re not very smart because if that’swhat truly your value in the marketplace, you saying no, that means you’re unemployed.
So what’s a wise position for you to make? Right? So, first of all, yes, this person is willingto choose to take this work for $10, and you shouldn’t be doing it at as an entrepreneurthat wants to scale.
You need to go to the wise side, not justthe smart side.
Now, watch this.
You better understand that this person isjust as important as anybody else on the team.
This is a very valuable position on what you’redoing.
If you delegate a responsibility to somebodyand they don’t know how important it is, they’re not going to do the work to the best of theirabilities.
So you’ve got to make that very clear withsomebody when you give them certain tasks for them to do.
#10: Hire project managers.
I like hiring project managers.
Right now we’re working on a certain projectthat’s very, very big.
We don’t have the time to do everything ourselves.
I have a project manager I hired from Australiawho is the best of the best.
He’s phenomenal at what he does.
He gives me reports.
I know exactly what’s going on.
He does it, sends us emails.
We get on a Skype.
We get on a call.
I found this guy myself personally.
I recruited him.
And we’re going to do business with him formany, many, many years to come.
Initially it was supposed to be a 10-hourjob that we did.
I think we’ve done so many hours of work rightnow, we’ll be doing business for the next ten years together.
Hire project managers that allows you to dothe bigger things to grow the business.
Last law here.
Be a leader.
Be a leader.
Not a doer of all.
Let me say it again.
Be a leader, not a doer of all.
A lot of times we say things like, “He’s adoer.
He does everything himself.
He’s a doer.
He’s a doer.
Be a doer of where you increase the valueof your abilities in the company.
And everybody else is the highest possible.
Be a doer there.
Not be a doer of everything.
Be a leader.
Lead, and do the areas that you are very goodat.
Do those things.
Not do it all.
When you first start a business, you’re goingto do all.
When you first start a business, you’re goingto do compliance, you’re going to do operations.
When I first.
I’m doing negotiations, customer service,front desk, issues, complaints.
I am doing every single thing you can be thinkingabout when we first started.
Every single thing you can be thinking about,I’m doing it.
But not eventually.
Eventually you become a leader.
And you need to not become the doer of allthings in your business.
So now let’s talk about the things you cannotdelegate.
I’m going to get into a little more detailon what you cannot delegate.
First things first.
A high level skill or behavior.
Now this could be something you can delegate,but this could also be something you cannot delegate.
Maybe this is your main skill set that youneed to do this yourself, and not delegate it.
It could be negotiation.
Maybe this is a big deal that you got to negotiate.
It could be something you’re doing with thebusiness that that is your area of expertise when it comes down to certain numbers, tracking,something you’ve got to do that you know the dots on how to come up with the formula.
You’ve got to be a part of it.
You can’t just say, “Here you go,” becausethen they’re going to come back after forty hours of putting into it and all the reportsare wrong.
Maybe there’s a part of it you need to bea part of and some you don’t.
But you can pretty much determine what areasyou can delegate and what areas you cannot.
It also has a lot to do with what phase ofyour business you’re in.
Are you in the survival phase where you haveto touch everything? Are you more formulation? Explosion? Are you in plateau? What phase of your company are you in.
Your best customers, you’ve got to touch yourbest customers.
Your best customers like to do business withyou.
Your best partners, your best vendors.
And this doesn’t mean every single time.
I don’t deal with my customers and my vendorsevery single time.
But you better believe, I deal with them whenit comes to important issues, I’m involved, as the CEO, with my best customers, best vendors,best partners.
#3, Sales force loyalty.
It all has to do with what kind of a companyyou want to build.
A lot of times CEOs, they don’t want to dealwith sales.
I love dealing with sales.
I am the happiest when I’m dealing with sales.
You take sales out, you’re out of business.
You better be good to your sales people.
Because if you don’t take care of your salespeople, I guarantee you, somebody else will – like me.
I am always looking for great sales people.
I will take care of them if they come andwork with us here.
We had a guy this morning on a conferencecall say, I can’t even believe I’m part of a company that Pat just gave me a brand spankingnew Harley and he gave me a Rolex presidential watch, all at the same day.
This is phenomenal.
Jason said that earlier today.
This is phenomenal.
When does this happen? We don’t have a problem doing that becausesales is very, very important.
And I handle a lot of sales myself, becauseto me they matter a lot.
So there’s certain things you cannot delegatewhen it comes down to that.
Next, four, crisis.
You can’t just say, “Hey, we have a crisis.
You handle it.
” Nope, you got to be a part of it.
Hey, we’re getting sued.
You got to be a part of it.
Hey, we have this.
You got to be.
Hey, we got a complaint.
You’ve got to be a part of it.
You cannot let crisis go because sometimesthere may be a small complaint that you’re not willing to address because you don’t thinkit’s a big deal.
Then all of a sudden boom, boom, boom, boom,boom, it becomes this big.
Now you cannot solve it any more.
You could have solved it easily if you gotinvolved earlier and just said, “Tell me about the problem.
” Let me make three calls.
We’re good to go.
#5 – negotiations, you do.
I kind of said that earlier a little bit.
#6, big ticket items.
So a lot of times you know, depending on yourcompany standards you may say, “any purchases up to $10,000, needs the president’s approval,and CFO’s approval.
Anything above $20,000 needs my approval.
Hey, we’re thinking about doing this $73,000.
We’re thinking about doing this at $72,000,and I have a very simple system.
If you come to me and you say, I have a purchaseto make that’s $50,000.
I’ll always say, “Do we have three differentoptions?” No.
Go get two other options and then come back.
We got three different proposals here.
Let me look at them.
73 but gives this, 68 but gives that, 52,however, this 52 they’re newer, they don’t know what they’re doing, but it’s $20,000.
I’m not comfortable with this, let’s go here.
Now you move on, but the finances you touchbecause you’ve got to make a decision as a CEO to talk with your CFO about that.
But that’s purely your decision.
Last one is the heartbeat behind the brand.
The heartbeat behind the brand is the leader.
You’re the heartbeat behind the brand.
You’ve got to be touching the stuff that’sthe heartbeat behind the brand.
You know the story.
You may be the founder.
You’ve touched it.
You grew this thing.
You are completely vested in the heartbeat.
You got to participate in the heartbeat.
Heartbeat has to do with how people see thecompany, how people view the company.
How’s the story being told.
The mission, the vision.
You can’t just say, you guys go put the nicemission statement, vision statement, all this stuff, and then bring it and I’ll approveit.
You’ve got to be part of it.
That’s a part of it you’ve got to be partof.
So those are some of the things that herein this video the title may have said why millionaires are not as smart as you thinkthey are.
Well, they’re extremely wise.
That’s why they become millionaires.
Millionaires don’t become millionaires becausethey have no clue what they’re doing.
They’re extremely wise, and they realize theyneed a big team.
If you, eventually want to become a millionaire,you need to realize, you need to leverage, delegate, and find good people around youthat you bring up with you, and you win big, where eventually your business, everybodythat’s a part of it wins as well.
With that being said, Paul, throw me justthat pillow right there.
Throw me just that pillow right there.
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