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NICHOLAS BOOTHMAN
She started by analyzing her to-do list. She
identified the tasks that were truly essential for her to
do herself, the tasks that required her unique skills and
expertise.
Then, she identified the tasks that could be
d e l e g a t e d . T h e t a s k s t h a t w e r e r o u t i n e ,
administrative, or that could be done by someone else
with the right training and guidance.
She categorized them.
• Delegate Immediately: Tasks that were urgent
but not critical, that could be handed off right
away.
• Delegate with Training: Tasks that required
some training or instruction, but that could be
delegated in the near future.
• Delegate Eventually: Tasks that were
important but not urgent, that could be
delegated over time as she built trust and
confidence in her team.
• Do Not Delegate: Tasks that were critical and
required her personal attention.
She identified potential delegates. Her assistant,
who was eager to take on more responsibility. A
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