Delegate Tasks - Including Your Strengths

“But because our orga­ni­za­tion has grown so much and in so many dif­fer­ent ways, the del­e­ga­tion process places respon­si­bil­i­ty and author­i­ty on the shoul­ders of peo­ple you can watch grow, and watch the way they treat oth­ers.” — Vince McMa­hon, Chair and CEO, World Wrestling Entertainment

One of the lead­ers I worked with recent­ly shared a big epiphany.

Their com­pa­ny had already del­e­gat­ed most of their weak­ness­es — the things they weren’t good at. But he real­ized that if they want­ed to con­tin­ue to grow they had to switch gears and del­e­gate tasks that includ­ed their strengths.

Think about it. If they are already strong at some­thing, they know what great looks like.

They can quick­ly, and more eas­i­ly, under­stand what’s going on – and know what has to hap­pen next.

And, they can be a great coach or advisor.

CEOs hold on to too much, for too long. At a cer­tain point, they need to del­e­gate every­thing.

CEOs should have zero oper­a­tional respon­si­bil­i­ties. They need to strength­en their exec­u­tive team, and focus on strate­gic oppor­tu­ni­ties that take the com­pa­ny to greater suc­cess in the future.