If you have put up a business from scratch, it can be difficult for you to give up control (over anything) to others. But if you engage yourself in all tasks, it can have a negative impact on your health, and on your business’s long-term development as well.

Added to that, it can be de-motivating to your employees when they are not given the responsibilities they think they are capable of taking on.

There are many reasons behind a person’s unwillingness to delegate authority. The most common excuses are:

* I can do it better myself;

* Only I can do it right;

* I can do it faster;

* Nobody is qualified enough to handle the project;

* If I give up control, things will start to deteriorate; and 

* I don’t know what to delegate.

Do any of these excuses sound familiar to you? I'm sure the answer would be a resounding “Yes!”

If you want to grow your business, you need to grow your manpower first. Face it: you can’t focus on your strengths until you transfer some responsibilities to others.

So, start learning to delegate from today:

Look for what to delegate

Delegation does not mean simply handing out assignments. It is a science and an exercise in understanding oneself.

The first thing you need to do here is consider your strengths. Assign your time to those tasks which are critical to the success of the business, and which need to be handled by you personally.

Also, consider your personal strengths — are they technical, sales or operations related? Those are the things you should continue doing. The tasks that are not within your proficiency or those that can easily be performed by others are the first things to give away.

Pick the right person

Even when a task is performed by another member on your team, you should remember that ultimately, it is your reputation and credibility on the line. Hence, when you delegate a task, make sure to devote enough time to the initial discussions to assure yourself that the person can do the task.

Sit with your team

Once you select the right squad, have a chat with the people you hired. Explain the project accurately, establish what the tasks are, how they should be completed and what the final outcome should look like. Also, emphasise the need for the deadline to be met, if any, and make sure you get their conformity and understanding.

Keep an eye on things

Have regular meetings with your team for progress reports, questions and support. Your people should not feel lost in the workplace. However, don’t look over their shoulders every minute. Managing closely is different from being bossy.

Initially, some of your employees may need plenty of help and support. Provide them with training. At the same time, if you find that you can step back and give them greater autonomy, go for it. Remember, it’s your own business and you will always retain overall supremacy.

Reward the effort

If the person to whom you allotted a responsibility does a good job, let him know. Even if the end result is not that satisfactory, you must appreciate the effort that has gone into it. This will work as a great incentive.

While it may be nice to do all the work yourself, it is usually not possible. Even if it were, delegation will certainly make your own working day less stressful and more rewarding. And once you do it right, your team will collectively achieve a lot more than you ever could single-handedly.