One of the biggest obstacles to the growth of small and medium-sized companies is the entrepreneur’s attempt to maintain absolute control over all decisions and processes. Although direct involvement in operations seems like a sign of commitment, this centralization compromises the scalability of the business and exhausts the manager’s time. To consistently expand, it is essential for leaders to learn to delegate with discretion and build teams prepared to take on responsibilities with autonomy.
Second Samuel Modesto, specialist in business management and business mentor, knowing what to delegate — and how to delegate — is a strategic skill. “This does not mean that the manager is giving up control, but creating an intelligent system where each person contributes their best.
to delegate is not to give up: it is to direct clearly
The first step for an effective delegation is to identify which tasks really require the entrepreneur’s gaze and which can be passed on safely. Management of internal processes, routine service or execution of operational tasks are clear examples of activities that can — and should — be performed by others. “The most common mistake is to think that no one does as well as the owner. This thought limits the growth of the business and generates overload”, comments Modesto.
However, delegating does not mean transferring a task and disappearing. It is necessary to provide guidance, follow the results and be available to support the team. “The difference between delegating and abandoning is continuous responsibility. The leader must remain present, following indicators and providing feedback”, points out the expert.
Environments that stimulate protagonism create stronger businesses
In addition to the technique, the environment also needs to be favorable. Companies that want more autonomous teams should build a culture of trust, where employees feel safe to make decisions, suggest solutions and make mistakes when necessary. According to Modesto, empowerment does not happen by decree, but because of the way leadership leads the day to day.
“Companies that strengthen their internal leaders, invest in clear communication and value the opinion of the teams create an ecosystem where collective growth is inevitable.
For the specialist, freeing the entrepreneur from operational tasks and strengthening the performance of the team makes the company less dependent on a single person to function, in addition to maximizing speed and innovation capacity. “Scaling requires prepared leaders and leading collaborators. Only then will the entrepreneur be able to focus on where it really makes a difference: in the future of the business”, concludes Modesto.
