Maybe you’re this person.
You work hard. You know your stuff. You’re on top of everything in your work. You’re open to learning even more stuff as-needed. If there was another one of you, you’d get twice as much done — if not more.
And that’s exactly your problem.
You’re too good. Too hard-working. You know too much. And you want to do it all on your own.
So that’s what you do. ALL the work. Even the menial details that a caveman could do, you’re doing it, sucking up your most valuable resource: time.
You tell yourself that it’s because you love your job. That you care most, and that you pay the most attention to detail. That no one else would be as committed as you, so you’re the #1 candidate for the job.
Ever heard of the phrase “working yourself to death?” The mentality described above is where it comes from.
The truth is, there are people out there who will treat your work — which, if hired, becomes their work — with an amount of care that you’d be proud of. While it may be hard to find anyone who’s as committed to, say, Michelle’s Bakery as Michelle is, there are good people out there who take real pride in the things they put their names on.
So, your story about needing to do it yourself is plainly untrue. You don’t need to do it yourself.
Which means: you have to delegate. You’re doing yourself, your business and your audience / customers / clients a disservice by not delegating: every hour you spend doing something that someone else could be doing (probably for cheaper than you think) is an hour in which you are not doing things that ONLY you can do.
Which means, your task-hoarding is costing you much more money than it’s saving or making you.
Ideally, as you put things together as a business owner, you want to be doing two things — and two things only:
1) The proprietary skill / talent work that everyone knows you for (if any). Tony Robbins can’t outsource the main speaker gig for a Tony Robbins event. LeBron can’t hire someone to play in the Lakers game in his stead.
2) Overseeing the big-picture direction of your business. What to do, where to go, what to get rid of.
Everything else? Someone else, with the right skills or with proper training, can learn to do.
Two disclaimers: there’s nothing wrong with knowing what’s going on and having an understanding of how it should be done — this makes it easier for you to check on someone’s work.
And, until you prove that you can make something “work” in your business, it’s hard to delegate: you won’t know what to tell your delegatee to do.
I’ll talk more about this in the future. But get this main point for now: you have to delegate.
And listen to these:
#664: How To Delegate Work in Your Business
#1100: Delegation 101 for Entrepreneurs
#1099: Entrepreneurs: Stop Doing All The Work Yourself!
#500: How to Get The Right People Around You & Your Team
#557: Inspiring Your Team With Your Energy As A Leader
You have full access to all of these and a lot more in the Game Group. Access it free here: http://WorkOnMyGame.com/GameGroup