CEO Best Practices: How to Delegate and Move Up the Org Chart

Share on facebook
Share on linkedin
Share on twitter
Share on email

Video transcript: hey there I just made a short video on on how to evolve from a technician as an Emeth from a doer up the ranks to more of a manager and I talked about making an org chart by function and then and then putting your name in to see where you are so if you’re in too many sort of lower-level technical roles you’re aware of that so the next step is when you find out that you’re on all those roles okay you don’t necessarily have the budget to immediately move people in there so you’re what you’re doing is you’re moving up the org chart in other words and your functions of the org chart in other words at the bottom of the org chart is is very tactical you know if you’re taking pictures to post on Amazon that’s very tactical at the top of the org chart if you’re the CEO it’s very strategic and frankly the leverage of your hours in the output the results of the time you spend at the higher levels is greater if on a strategic basis of the CEO you get an amazing line of credit er you do a joint venture with someone that has a lot of impact so as you if you’re the CEO o for example or the CEO and you have roles down in the trenches then move yourself out how do you do that well you just start looking for good people and hiring them to do those roles of course you don’t necessarily have the budget to do it all at once no problem you do it slowly you’re always looking how can I shed responsibilities and pass them on to others and maybe in this particular role that I share with someone I could have that person do more by maybe giving them more tools or more training so I don’t have to participate in that the other is keep in mind that when we are especially founders of companies we think that if we don’t do it it’s not going to get done right I mean that’s very typically the case so if you’re in a box in that work chart and ask yourself and all those more more tactical technical so to speak roles do you really need to be in that box couldn’t somebody else maybe do it could it be a part-time person I’m a big fan of up work up work as you probably know is a giant worldwide freelance sort of a Amazon where you go on and you look for somebody that can do what you do so what you need in other words if you need a customer relationship or customer service people that’s a typical outsource one you may need people to do research you may need people to do order entry you may need people to you know to to do whatever so I’ve used it a lot I’ve turned my clients all of my clients onto it and most of them use it and are thrilled it allows you to get just that person for that job for the amount of time you need at a very good rate typically so that’s another strategy for getting yourself out of those lower-level roles we’ll talk now or next time we’ll talk about how to make those make sure you get the right people in there and you don’t run into trouble with the wrong person in a role all right so stay tuned thanks for listening talk soon

More To Explore

leadership meeting

Your Game Changing Leadership Meeting

I hope you have a weekly leadership meeting rhythm going in your company. If so you’ll appreciate how the weekly check-in keeps the team focused, energized,


Examples of Niche Players

I’ve written before about the need to niche down, to choose a segment of the broad market and address that segment’s unique needs thereby creating


Goals that Motivate

I recently talked about goal setting with the CEO of a successful, 3-year-old, 150-employee, start up.   He’s great at setting high-level goals and cascading them