Do you know your core competencies as an entrepreneur? Do you know the core competencies of your team members/contractors? This will help you to know what to delegate.

We have previously explored the importance of identifying your Unique Ability and core competencies, with the goal of both protecting and performing within your own Unique Ability and delegating everything you are not good at.

However, a vital part of delegating is to determine not only your own skill sets, but the skill sets needed by others to complete your tasks/projects. Your project must be delegated to the right person—someone with the right instincts, skill set, comfort level, attitude, and core competency. Recognize that if you are delegating a very important job to a person for whom that job is not right, you are delegating incompetence. Everyone on your team should be performing within his or her Unique Ability®.

Delegating is not simply a matter of passing tasks from your plate to someone else’s. It is important to become familiar with your team members’ unique abilities before giving pieces of your business to them to handle. Delegating is essential to your success and growth.

Author's Bio: 

Hugh Stewart's education is both diverse and substantial. He has two degrees from the University of Miami; an undergraduate and a graduate degree in Mechanical Engineering. He is also a graduate of the Strategic Coach® program and is currently enrolled in the Strategic Coach® Masters Program.

As an owner of several businesses, he understands how organizations flow and thrive and is able to help bridge deficits in communication and engage everyone in an organization to be able to focus on the things that are most important.
Hugh is a prominent businessman who has been involved in 17 businesses in the last ten years.

In order to get clarity about the most efficient way to ways to delegate and outsource effectively, he created the Delegation and Outsourcing workbook. It will guide you through creating a precise and clear understanding of your project goals and requirements.

The one business that he is most proud of is a money service business that was started in 2005. In the beginning, it was doing close to $7 million per year in revenue. In the last year, it is now generating up to $44 million a year in revenue. With thirteen employees with an incredibly low turnover rate, Hugh works only 10 to 12 hours a week in that particular business due to leveraged time and systems.