The delegation matrix that transformed flinder

It’s a tale as old as time: leaders, especially in small and/or scaling firms, end up being pulled into too many activities and spend more time ‘in’ the business than ‘on’ it.

This has obvious and immediate drawbacks, not least of all where leaders’ wellbeing is concerned. In our pursuit of being a performance-focused business, both Luke and I had to continually up our game - we had to be honest about where our time was best spent.

Leaders who spend too much of their time driving day-to-day value can’t drive business value. Time spent organising meetings, booking travel, other routine activities, and delivering basic services is time not spent on strategic planning, reinforcing culture, business development, or building the brand.

This is a widely accepted fact. So why do leaders still delegate less than they should?

Part of the challenge lies in defining exactly what can be delegated and who should take it on. For that, I’ve got a great matrix that more than proved its value at flinder, and I’ll share it with you now…