What's a senior executive to do?

This is not simply a personal problem. Your company's future depends on what you do next. As you drive your organization beyond its current plateau, you must change the way you relate to your work. There are three stages to making the transition from chief-cook-and-bottle-washer (CC&BW) to CEO (source of the management and direction of the business). They are:

Understanding your highest value contribution to your company and focusing on that role. Recognizing your position as a leader and owning the job. Delegating everything else, and holding others accountable. Previous articles, Time Well Spent, deals with transition one; Visions of Leadership addresses transition two. This article examines the problem of delegation - giving the work away.

The Issue

You have doubtlessly concluded your next level of company performance requires a managerial change. And hopefully, you have realized the changes necessary are with you. As CEO (or, on a divisional or departmental level - senior executive) your jobs include holding the vision; inspiring your senior management and your staff; fostering key relationships with customers, vendors, investors and the public, etc.

You now need to let go of some cherished things like product design, hiring, perhaps day-to-day sales - many things you handled in the past, often out of necessity - and focus yourself on your role as CEO. What about all these things you used to do? Delegate them. Assign the job to someone else. This doesn't sound like a big deal, why write a whole article on it?

Do you delegate? Of course you do. But do you delegate the important things? The things you "know" you could do better? The things you are "best" at? Probably not. The question is, should you?

Your highest value contribution

Think about your highest value contribution to your company. Which of your activities generate the most revenue, profit, market share, etc.? Where do you get the most bang for the buck? Like most chief executives, your greatest leverage is in mobilizing the forces around you - your senior staff and your employees, plus key customers, prospects and vendors. Everything else becomes secondary to that in terms of impact.

So the answer is yes. You should give away even the things you are "best" at. And then make sure they are done right. Make sure they are up to spec and delivered on time.

The cost of holding on Greatness and the Silicon Valley Gold Rush
Imagine you are rich. Very rich. Obscenely rich.Normal people in normal parts of the world only imagine being that rich at an abstract level. They don’t really believe it is possible. Or at least, they don’t structure their lives around the expectation of being obscenely rich.In the mid-nineties, a phenomenon happened here in Silicon Valley, which defied all laws of market economics. Companies could be successful without having to make money or be profitable. Success meant Billions of Dollars in market capitalization, and consequently, very rich Venture Capitalists, founders, executives and employees.Even receptionists, during this time, could conceive of making Millions. (Just to put it in perspective, a receptionist in India makes about $2000/year.)People started believing that being rich was their birthright. It was no longer thought to be an exception, or a mark of extraordinary brilliance, vision, effort or leadership. It was more, being in the right place at the right time.This was the California Gold Rush, replayed in Internet time.Then, the nineties rolled into the Millennium. Rational thought nd-bottle-washer (CC&BW) to CEO (source of the management and direction of the business). They are:

Understanding your highest value contribution to your company and focusing on that role. Recognizing your position as a leader and owning the job. Delegating everything else, and holding others accountable. Previous articles, Time Well Spent, deals with transition one; Visions of Leadership addresses transition two. This article examines the problem of delegation - giving the work away.

The Issue

You have doubtlessly concluded your next level of company performance requires a managerial change. And hopefully, you have realized the changes necessary are with you. As CEO (or, on a divisional or departmental level - senior executive) your jobs include holding the vision; inspiring your senior management and your staff; fostering key relationships with customers, vendors, investors and the public, etc.

You now need to let go of some cherished things like product design, hiring, perhaps day-to-day sales - many things you handled in the past, often out of necessity - and focus yourself on your role as CEO. What about all these things you used to do? Delegate them. Assign the job to someone else. This doesn't sound like a big deal, why write a whole article on it?

Do you delegate? Of course you do. But do you delegate the important things? The things you "know" you could do better? The things you are "best" at? Probably not. The question is, should you?

Your highest value contribution

Think about your highest value contribution to your company. Which of your activities generate the most revenue, profit, market share, etc.? Where do you get the most bang for the buck? Like most chief executives, your greatest leverage is in mobilizing the forces around you - your senior staff and your employees, plus key customers, prospects and vendors. Everything else becomes secondary to that in terms of impact.

So the answer is yes. You should give away even the things you are "best" at. And then make sure they are done right. Make sure they are up to spec and delivered on time.

The cost of holding on Custom Silicone Bracelets for Major Causes and to Show Support
Since Lance Armstrong started wearing the silicone rubber bracelets with the writing “Livestrong” on it, people started wearing it too. This signifies the trials and hardships Lance Armstrong passed in order to be an ace cyclist.But what are in these custom rubber bracelets that make them so famous? One is that they are highly customizable, and second is that they are cheap to make.But what are these custom silicone rubber bracelets? These custom silicone wristbands are colorful silicone bracelets that are worn on the wrist with messages stamped on them.Custom silicone bracelets with special designs are custom-made by manufacturers based on the specification of the customer. We can see ordinary custom rubber bracelets with simple designs being worn by other people. But did you know that you can also customize the rubber bracelets with other patterns like your country’s flag or your schools colors with the school logo.Some other foundations use these custom rubber bracelets for fundraisers and promotions. They could promote a certain date for a certain event. But what I normally see are the custom rubber bracelets wilessly concluded your next level of company performance requires a managerial change. And hopefully, you have realized the changes necessary are with you. As CEO (or, on a divisional or departmental level - senior executive) your jobs include holding the vision; inspiring your senior management and your staff; fostering key relationships with customers, vendors, investors and the public, etc.

You now need to let go of some cherished things like product design, hiring, perhaps day-to-day sales - many things you handled in the past, often out of necessity - and focus yourself on your role as CEO. What about all these things you used to do? Delegate them. Assign the job to someone else. This doesn't sound like a big deal, why write a whole article on it?

Do you delegate? Of course you do. But do you delegate the important things? The things you "know" you could do better? The things you are "best" at? Probably not. The question is, should you?

Your highest value contribution

Think about your highest value contribution to your company. Which of your activities generate the most revenue, profit, market share, etc.? Where do you get the most bang for the buck? Like most chief executives, your greatest leverage is in mobilizing the forces around you - your senior staff and your employees, plus key customers, prospects and vendors. Everything else becomes secondary to that in terms of impact.

So the answer is yes. You should give away even the things you are "best" at. And then make sure they are done right. Make sure they are up to spec and delivered on time.

The cost of holding on The High Demand For Home Business Advertising
Your business will not succeed unless you sell the product or service you are offering. That is the goal of any business, whether large or small, home based or brick-and-mortar. And you will not make sales without advertising. It’s a proven marketing fact that all sales begin as an advertisement. Home based business sales are no exception.Without advertising, you are limited to word of mouth to draw new customers. Even if you have a website, no one will find it without advertising. You are just one person, and there are limits as to how may people you can reach through word of mouth. You need to post business ads in many venues to draw people to your product, service, or business.When writing business advertising copy, you need to keep your goal in mind. Do you want the reader to visit your website and make a purchase, send their email address to become a contact, or schedule an appointment for the sales pitch? If you do not succeed in your goal, your ad is considered a failure.Internet advertising gurus have identified a four-step process to writing good advertisements. The opening of the ad should attract your reader’s a necessity - and focus yourself on your role as CEO. What about all these things you used to do? Delegate them. Assign the job to someone else. This doesn't sound like a big deal, why write a whole article on it?

Do you delegate? Of course you do. But do you delegate the important things? The things you "know" you could do better? The things you are "best" at? Probably not. The question is, should you?

Your highest value contribution

Think about your highest value contribution to your company. Which of your activities generate the most revenue, profit, market share, etc.? Where do you get the most bang for the buck? Like most chief executives, your greatest leverage is in mobilizing the forces around you - your senior staff and your employees, plus key customers, prospects and vendors. Everything else becomes secondary to that in terms of impact.

So the answer is yes. You should give away even the things you are "best" at. And then make sure they are done right. Make sure they are up to spec and delivered on time.

The cost of holding on An Introduction to Metal Stamping Machines
Metal stamping machines are used to give the exact shape and parameters to the metal products. When a metal sheet is inserted into the metal stamping machine, it can be molded into the exact shape. The kind of shape that has to be given to the product should be pre-determined before putting the metal in the stamping machines. The customer provides a sample or a diagram of the product that has to be created. Sometimes, the customer may not even know what the final product will look like. He will come with a vague idea of what purpose the product would serve. Most metal stamping producers have designing capabilities to assist the customer with what the actual design and requirements of the product should be.Metal stamping machines are of many kinds. They can range between the simplest manual presses to highly computerized progressive die processors that involve complicated parts. Depending on the kind of machine, the features of the product can be changed according to the customer’s requirements. The more advanced the machine, the process also becomes much faster and more efficient.Metal stamping machines can perform a variety of fies generate the most revenue, profit, market share, etc.? Where do you get the most bang for the buck? Like most chief executives, your greatest leverage is in mobilizing the forces around you - your senior staff and your employees, plus key customers, prospects and vendors. Everything else becomes secondary to that in terms of impact.

So the answer is yes. You should give away even the things you are "best" at. And then make sure they are done right. Make sure they are up to spec and delivered on time.

The cost of holding on

Now, the thorny part. Many executives refrain from delegating responsibilities they've labeled "critical". They fear the job won't be done correctly. Or no one else can do it as quickly, and it won't get done on time. Or the right attention won't be paid. Or something. Or something else.

Give it up! The growth of your organization will be stifled to the extent that you hold on to critical functions. Your company will suffer in the exact areas where you think you are the expert!

Product design? You hold up the development of a key component, because you are the expert, yet you are away at a customer meeting. Staffing? Two engineers can't be hired because you haven't signed off and are out of town at a meeting with investment bankers. Sales? Negotiations on an important deal are held up because you are in Asia meeting with a vendor.

You become the choke point on each of these vital functions. And you feel - of course - "I have to be involved." No you don't. To the exact degree you have not developed your staff to assume these functions, the growth of your company will be retarded.

Aside from fear the job won't be done as well, there is another, more insidious reason senior executives (particularly entrepreneurs) do not delegate. If you aren't doing the "important" stuff, you become redundant. Dead weight. Overhead. If you have a great VP of Sales, or a Chief Technologist, what will you do?

You feel this way because you haven't completed transitions one and two: you haven't taken the trouble of understanding how you personally create value in your company, and you haven't fully assumed the role of leader. Once you make these transitions, you won't have time for the rest. Delegation, not abdication.

Many executives delegate like this. They say, "John, would you take on this project? It has to be done by next Thursday. Thanks." That's it. Then, when the job comes back incomplete, they are infuriated. What happened? They left out accountability. They neglected the structure for making sure things happened according to plan.

There are four components to successful delegation.

1. Give the job to someone who ca

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