Did you know that proper delegation can ensure that tasks in your business are completed to your expectations and on time? In this series you will learn how to delegate work to get the most out of your employees and advance your business.Sign Up to Watch
[MUSIC PLAYING] -Hey, Paige Taylor here. In this series, we're with Clay Clarke and Thriver of the month winner Stephen and AJ Holsey. They own a residential window and glass company located in Tulsa, Oklahoma. In their mentoring session, Clay will be going over what creates value for your business. Let's get right into it. -So next subject we're going to talk about is Delegation 101. And let's see here. And what we're probably going to do-- because you guys want to know a lot of SEO stuff as well. And I want you to get a fire hose full of knowledge. And what I'm probably going to do is I'm probably going to have Lizbeth set up another time so we can get into that. Because we got a lot of stuff to get into. But we'll hit this delegation, and we'll make sure we've got delegation. All right. So delegation. The questions you'd asked me is, what is the proper organizational structure and chain of command for our business? And then I wrote in here other questions we should be answering is, how many people should be reporting to you? What is delegation? So we're going to kind of get into this. First point, why would you ever want to delegate when you could just do it yourself? -Because there's only so much of me. -Boom. -So Rockefeller says, "I'd rather have 1% of 100 people's efforts than 100% of my own." And when I read that the first time I'm like, yeah, you understand the people I work with, though. -Right? -I'd rather just have 10% of my own. At least it's mine. Now, this is a quote I have here for you, though. "If you are creating a product or service that's not scalable and duplicatable and one that you can't delegate, you are creating a job that no one else wants. No one else would want, not a business." John Rockefeller comes back and says, "Good leadership consists of showing average people how to do the work of superior people." So what delegation is not. This is big. This is what delegation is not. Delegation is not just coming in-- So here I'm just coming in and pointing and say hey, you need to do that. Hey. That's not delegation. Because if you tell someone to do it, you say, Clay, do this. Say, Clay do this. One, I'm not going to remember what you said. Two, I'm not going to do it right. Three, even if I do understand what you said, even if I do know how to do it right, I'm not going to do it. So what you have to do is you have to set up this whole delegation system. So what delegation is all about? It's assigning the task with clear expectations. So let's write this down. So we got expectations on quality. The deadline and the follow up time. Oh, man. Boom. Blow my mind every time. Here we go. Now you say, Clay, I want you to do this. And when I say this, I mean do this, this. It's all typed out. In fact, here's my checklist. And if you take an hour to make a checklist, you can usually get-- one times six-- you can usually get six hours of work out of me, if you'll take one hour [INAUDIBLE] checklist. This is big. One hour of time. Wait, an hour? You mean an hour? It's going to take me an hour to explain to you how to do it? Because I'm a dense human. I'm average. I used to work at Target. I was the King of average. My boss is like, hey, I want you to rotate all of the inventory. I'm like, all right. So I go into the room, and I move one thing. That's pretty good. You guys want some pretzels? All right? The boss comes back. When I said rotate, I want to be clear. Well, you said rotate. No, I said rotate the items. I did rotate the items. OK. Let me try again. Every single item on this list in the electronics section must be replenished. This item, this item, this item, this item, item A, double A, C, D, batteries, DVDs. And it all has to be done at 6:00 PM. And I shall follow up with you at 6:30 PM. Now I'm like, I better get something done. Because I know what to do now. I know what my deadline is. And I know he's going to follow up at 6:30. That's how it is. So in my office, I can just tell you this. We've got some wonderful people up here. But I can tell you, whenever you're casual it causes casualties. So you don't want to get in a situation where we're running around telling people general statements. That's where the paperwork comes from. And that's going to frustrate you unless you're the weirdest entrepreneur I've ever met. Every entrepreneur I've ever met is frustrated by paperwork.
-So example, Marshall over here is a process guy. He likes processes. He wants to know exactly what to do. That's his natural state I see a lot of time. He's very processed. Me, naturally I'm just like, would you just put some paint on it and do it? Or just duct tape the spaceship. Go to the moon. Well, you mean you literally want me to take duct tape and put in on a space-- I don't know if that's legal. Or if they'll-- if we can make it into the orbit. I don't know if that's, you know? And I'm like, no, no. What I mean is-- well, I always say well that's common sense. Well, how is it common sense? It's common sense to me, because I have seen "Apollo 13", because I'm 33, because I've run a business for 14 years, and because I refer to movies that were in the '80s. OK? So I will say a lot of stuff, life point of reference. I will make jokes that reference like the movie "Airplane", or "Animal House", or "The Jerk", which he's like, I think my dad knows about that. But then I'll be talking about these things. And he's-- I'm coming at him with common sense. So he might know "Apollo 13". That's a '90s movie. So if I'm like we gotta duct tape this ship into space or something. He'll be like-- or I'll say, failure's not an option. Or I'm always quoting these "Apollo 13" things. Well, you wouldn't know what I'm talking about if all of you haven't seen the movie. Furthermore, if you hadn't had 14 years of experience managing idiots, then you wouldn't know what I'm about ready to say, why I'm saying it. So one of the things I do all the time, I do it all time, is I'll say like, every week I make a detailed list, but I'll say, I want you to save that in the Dropbox folder. Well, a pronoun, common sense is a-- and I want you to write these down. Common sense is like-- it's like a devil. It's a devil at the horns. OK? Pronouns are just right up there with demonic. Jargon, oh, man. These are just killers of productivity. So you're like, go ahead and put that over there and call them. Put the TPS reports on file. OK, in my sales office whenever you book an appointment, you put the appointment in the arm. People are like, why is it an arm? Well, the arm was in reference to before I had any money, I had a binder, and I couldn't afford another one. And I had all of my clients' leads in this binder. And one day it broke. So I duct taped it, and then it really broke. And so I took this part of the folder, and I separated it. And I set it on the table with a little pocket. And I called it the arm, because it was the arm of the binder. And so everyone in my office is like, what is the arm? But it was jargon. Another example that I did all the time, it's just-- I mean it's like, god. One thing is called EOL. EOL stands for estimation of loss. So it's when a client doesn't want to buy something. You go, well, you don't have to. However, I want you to know we can only install 20 windows per week. So if you don't do it now, then the first we could do it would be January 1, or whatever. It's estimation of loss. If you don't do this, you'll lose that. No one knows what estimation of loss is unless they've had a lot of sales classes. Furthermore, no one knows what EOL is. -Isn't that a band from the '80s. CLAY CLARK: That's bright. I'm running around telling my staff like, hey, you know, you guys got to use EOL. Why aren't we using EOL? And they're just like, who is that? What is it? It's not funny, Greg. What is that? He's like, I don't even know what EOL is, and I don't know what the arm is. I'm like, it's common sense. How long have you been here? And he's just like, I haven't understood anything from day one. You know, then you start to realize if you took one hour and explained it to him clearly in Rodney's expectations. So I said, Greg, I want you to use estimation of loss. Here's what it means. You have it typed out. You review it. And I want you whenever you have to set an appointment to put it in the arm. The arm is due to a book that we used to have that-- and he's like, well, can we just not call it the arm? Because no one knows what that is. I'm like, fine. You will now put it in basket number one. I'm like, OK, fine. But this is how it works. And then I say, Greg, I need you to make 100 calls a day. And at six o'clock today, I'll follow up with you to make sure you did it. Magically, this happened almost all the time. And this just verbal command stuff doesn't happen. So the delegation thing is a really, really bad problem. So as you look at this, now let's say we already did this. So we went ahead and expectations, deadline, but now it was follow up thing. What does that mean?
-So I want to read this to you here. Andy Grove is the CEO of Intel. And he says, "Only the paranoid survive." So you have to work off the assumption that everything is wrong. And that is hard because I know we all have-- Everybody has a certain like, gosh, I thought that was common sense. How could you not-- but only the things we don't follow up on don't get done. It's just, that's how it is.
So anytime there's a problem in my business, it always is my fault. It's always because I didn't follow up. I'm always like, ah! Ah! You know? So look at the next one. "You can expect what you inspect." So if you don't have a set follow up time-- Uh-oh. So here we go. Now this goes to your business. Now we're getting real. Here we go.
We are in our truck. And I'm going to draw a bad truck or van. This is a bad van. Very bad van. Very unrealistic van. Here we go. We're in our van. We're driving around in a van. OK. So we're in our van. We're driving. You meet with the dudes for one hour to assign the stuff. Then the dudes go work. And about eight hours later you meet the dudes to follow up. And then magically the ones where you follow up are the ones that get done right, and the customers happy. And the ones you don't, don't get done. So eventually you'll end up being a guy whose full time job is following up.
So one of my good friends is one of the top builders in this area. And he no longer builds at all. He literally just drives around all day every day following up on job sites with the guys. How we doing? How are we doing? How are we doing? And they've got a set time in your schedule. Guys, I'll be there at 6 o'clock tomorrow. Hey, guys, I'll be there at 5 o'clock tomorrow.
He's got about seven crews. And every hour he's got a different follow up. So that's really what you're going to have to do here. So the delegation thing is big. Because-- oh! Sorry about that. Because if you don't delegate properly, then this whole thing about who do we report to, what's my chain of command? That all goes to crap.
Now with you two, I believe for right now you should have those weekly five meetings a week. And then you really don't want to have more than five direct reports each. I mean, Lee Cockerel said at one point he had like 15. But you only want to have like five or six. So what you'll eventually do is say, everybody doing anything related to marketing would follow up with you, and accounting maybe. Anybody related to this follows up with you.
But it starts in those weekly meetings. So you see how that works? As you a hire new employee, you'll say, hey, you're on the marketing team, so you'll need to come to the marketing meeting. And I'll follow up with you. That's how we do it. But without this proper understanding of delegation it won't work. Making sense? OK. Cool.
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