The main reason appears to be that agents do not want to relinquish control. Some agents are afraid to allow anyone to assist them out of fear that the client will not be treated properly or the paperwork will not be done according to their standards. In other words, the agent feels certain they can do the work better and they have to protect themselves from the possibility that mistakes may occur.
Another reason agents do not delegate effectively is that they underestimate how much up-front effort is required. They do not take the time to give clear and concise instructions and to follow up. After all, agents are salespeople and not teachers. Therefore, they may not be able to properly communicate how to do some task. Instead they think, “Oh, never mind. By the time I tell you how to do it, I can do it myself and get it right the first time.” But this creates a scenario that is almost sure to fail because either the task never gets done or the agent unnecessarily continues performing the task.
Whenever you work independently, there are limits to what you can accomplish despite how hard you work. You can only work so many hours in a day and there are only so many tasks and activities you can complete to help a certain number of clients. The bottom line is this: because the number of clients you can help is limited, your success is limited.
The only way to overcome this limitation is through delegation. If you do this well, you can quickly build a strong and successful team that supports you achieving a greater level of success.
Knowing what to delegate requires a clear picture of everything on your plate. The best way to figure out where all your time is going is to track your time by writing down every task and activity that you do within a time block. Maintain this log for as many days as needed until you feel you have captured the majority of tasks and activities.
You may be surprised to see how your time is actually being spent and surprised to see what constitutes the biggest time demands. You may discover that the log does not reflect some activities that you should be doing to reach your goals. You may also realize that there are tasks that can be eliminated entirely.
Once you have a good inventory of your work tasks and activities, you will need to determine what to delegate since not everything is appropriate for delegation.
Should you delegate this task? You have to carefully consider the risk of failure. Would a failure be irrecoverable? How much would failure impact other things? Is this an essential task that is critical for you to perform? Is this a high priority activity that requires your attention?
After listing your tasks in the proper categories above, take immediate action to eliminate the unnecessary jobs. It is common for work to continue simply because it has always been done rather than it must to be done. Then concentrate your attention on the tasks that need to be simplified. Invest in the time now to streamline the procedures and processes of how the work is done. Next, you can use the list of “tasks others can do” as a starting point to develop a job description for the team member you plan on hiring. Finally, review the tasks that you must do personally and consider that these should be the elements of your job most critical to success, and should fill the major portion of your time.
Author Bio: Debbie De Grote
Debbie is not only considered to be one of the most experienced and most in-demand real estate coaches in North America she also has a track record as being an outstanding top selling real estate salesperson. Debbie was ranked number 1 in listing and sales for Century 21 in Los Angeles and Orange County, number 3 in the nation and number 10 internationally
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