– If you’re a micromanageror you know that you need to do a better job delegating to your team so that you can grow to thenext level in your career, this video is for you.
I’m going to share five strategies that I used to go frombeing the Jill of All Trades in my business to the leaderof a highly effective team.
Let’s dig in.
(funky music) Hi, I’m Vanessa Rosenblum,I’m the President of Pro R.
Staffing and we specialize in placing talented administrative staff with real estate teams acrossthe United States and Canada.
And what I want to talk about today is something that comesup over and over again with our real estate agent clients.
They need an assistant,they want an assistant.
They hire someone, and thenthey don’t utilize them properly because they have a hard time letting go of tasks that they’re used to doing.
And this came up recentlywhen a client of mine sent an email to me and shesaid that she was struggling with working with her new assistant.
And the line that really struck me in her email was this, shesaid, “it’s just so hard.
I am used to doing everything on my own.
” When I read her email, (laughs) I thought, oh, man, can I relate.
I’ve been a recruiter for 15 years almost and as my business grew,I started to hand off parts of my business,and some of it was easy.
The bookkeeping, (laughs)that was definitely easy to delegate, the admin stuff,that was pretty easy for me.
But at some point, I had tostart trusting other people to communicate with my clients, to work as recruiters on my team.
And that was hard, andthen finally the day came when I had to completely stepout of actively recruiting so that I could manage the team.
And at this point I had three recruiters and this fourth person wasgoing to take over my role with my clients, and oh mygoodness, this was hard.
And if you’re a real estate agent or a small business ownerand you’ve gotten to a point where you have to delegate tasks that are things that you like to do or that you’re really good at, or that are kind of partof your core identity, your professional identity, you can probably relateto the struggle here.
And as much as I wanted to let go of this, I was burnt out, I had beenactively recruiting for, gosh, at that point, 10, 11 years.
And I wanted to do thisand at the same time it was really hard to let go.
It was hard for me to imagine that anybody else couldtake care of my clients as well as I could.
But here’s the truth of thematter for me and for you as well, other peopleCAN do your job well.
You and I both started at the bottom.
We didn’t always know what we know now.
And the person you hire can grow into the same competentprofessional that you are if you give them the chance.
And here’s the truth of the matter, when you learn to let goand you put the right people in the right places andyou let them do their jobs, when you get to the other side, you will look back and think, oh my gosh, what was I holding on so tight for? This is amazing, my life is more amazing.
I’m free to do the thingsthat I really want to do.
So, even though this process is difficult and sometimes it’s really uncomfortable, it’s worth it in the end.
So, let’s dig in, let me share with you the five strategies that I used to go from being the Jill of All Trades and holding on really tightto some responsibilities that I didn’t need to hold on, to stepping back and becomingthe leader of my team.
First of all, none of this matters if you don’t have theright people on your team.
You have to have talent.
Obviously, you’re notgoing to let go (laughs) and delegate to peoplewho aren’t competent and capable of doing the job.
So, if you’re not sure ifyou have the right people on the bus, you should schedulea free consultation with me and we could talk about it.
But assuming that you have hired talent, then these are the things you need to do.
The first thing that Idid is I took the time to train my recruiterseven when it was annoying, when it would have beenso much easier for me to just handle the task on my own or to solve the problem,or give the answer, stepping back and investingthe time in that moment to teach, to explain, to listen to their idea and their approach to solving a problem and then giving feedback, versusjust answering the problem or dealing with theissue, or whatever it is, is really key because ifyou don’t give the people who work for you theopportunity to learn their job, you will always be stuckin the weeds with them.
The second thing that we didis we carefully documented our systems, and I haveto give credit to my team.
Documenting systems is not my jam.
But I hired people whoreally like doing that.
And because they were willing to slow down and document how we do everything, and we’ve, over the years,developed very clear systems for every part of our business, that allowed me to let gobecause I knew that things were getting done the wayI wanted them to be done.
Next, I made sure thatthe people who work for me feel safe taking risksand making mistakes.
Look, we’re not brain surgeons here.
Nobody’s dying, for the most part, most risks are saferisks and my philosophy is it’s better to ask forforgiveness than permission.
I just want you to move things forward.
Make a decision, moveforward in the moment.
If I’m not happy with how you handled it, we can talk about it butnothing’s earth-shattering.
Just move things forward.
And here’s the thing, masteringnew tasks takes practice and within that come mistakes.
And I had to let go of perfection, and I had to let go ofmaking things happen exactly the way I would do it.
And trust this process, trust that I hiredsmart, competent people.
And that worked.
Next, I maintain accountability.
Everyone on the teamsends me a daily update letting me know what’s happeningor what they did that day and we hold a weekly meetingwhere we go through every job and talk about what’s going on.
While I’ve let go of a lot,I still review every job ad before it’s posted andI review every job offer before it goes out, and youwould do the same thing.
I’m not advocating for youwalking away from your business but I’m advocating foryou to focus on the things that are most important, thethings that you must maintain control over, and letting go of the things that really aren’t that important.
And then finally, andthis was the hardest part, I got out of the way.
And oh, man, this took some time.
And my team was loving and patient with me but this was not easy.
When I stopped recruiting,I wasn’t completely secure in my new role, it was muscle memory to review resumes, and call candidates, and go through thatprocess that I had honed over so many years, andso in the quiet moments when I felt like thingsweren’t happening fast enough, I would dig in, I wouldstart reviewing resumes, or calling candidates,and with my clients, we’ve seen this with clients who start dealing with a transaction file or messing with a marketing piece, and that’s no longer their job.
And my team very kindly and lovingly let me know that I wasdoing more harm than good.
They felt like I didn’t trust them because subliminally, I was telling them that I needed to get inand do their job for them, that they weren’t capable of doing it.
And so I had to learn to stepback and stay in my lane.
And now I ask permission.
If somebody needs help, I’m here.
They know I’m here to supportthem any way they want.
But I take direction from them if I’m going to be doingsomething that’s their job.
And the end result of all of this, the light at the end of the tunnel is that when you finish this process, you’ll be able to step back, look around, and realize that your business will operate without youon a day-to-day basis.
Yes, you can’t just flyoff to Tahiti all year but (laughs) you don’t have to be involved in the day-to-day of the business.
Which frees you up tothink about your business from a higher leveland to create and grow, and explore, and that’s areally amazing place to be.
Because truly, when you areno longer stuck in the weeds, you can reach for the stars.
I hope that this informationwas helpful for you, and inspired you to take stock of how you’re interacting with your team, and how you’re delegatingtasks or not delegating tasks, and look for ways to empower your team to take on more responsibilityso that you can grow to the next level in yourcareer and in your business.
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I try to put out content about every week.
And if you don’t have theright people on the bus, schedule a consultation with me.
My calendar is in the description below.
Cheers, I’ll see you on the next video.