Chapter 1: "How Can I Trust Someone Else To Get The Job Done As Well As I Can?"

• How to select the ideal person for each task and finally feel comfortable "letting go"
• 5 types of employees you never want to delegate work to
• Presenting the task like a master salesperson (these techniques are the key to getting buy-in and the employee enthusiastically tackling the assignment with vigor and accuracy)
• The difference between "giving orders" and delegating (this distinction is critical if you want the task done well)
• The single most important word you must say every time you delegate a task to someone (no, it's not "please" or "thank you")
• Why you should expect and embrace a little resistance when you first ask someone to do take on a new task (You need to remove these objections so the person is "all in" and has no resentment when it's time to do the work)
• How to delegate small tasks without people feeling like you are just passing off your "busy work"

Chapter 2: "Do I Give Incomplete Instructions Or Do They Not Understand?"

If you're not getting the results you want, the answer is probably both. As you read the Delegating Blueprint you'll learn how to give instructions that stick. Here's what's in this section …

• 7-step process to give instructions so the person "gets it"
• Should you give verbal, written or hands-on instructions?
• "Should I care how the task gets done – or just that it gets done well?" Here's the definitive answer
• How to get someone to complete the delegated task just how you like it – without explicitly telling them to "do it this way"
• Three best practices for establishing timelines, setting deadlines and communicating expectations so you get what you need
• What you must give the delegate that is just as important as instructions (You probably haven't even considered this when delegating – and it's part of the reason you don't get exactly what you want)
• The one deadline setting tactic that guarantees you always hit your deadline – even when the work isn't delivered perfectly

Chapter 3: "How Do I Get My Employees To Take Accountability And Stop Running Everything By Me?"

If you delegate something and the person interrupts you with constant, unscheduled "check-ins" – the benefit of delegation is lost. Here's how to prevent this frustrating behavior …

• 6 reasons why delegation projects fail – and what you can do to stop it
• The 10 levels of authority in every delegation project – and why it's critical that you choose the right one (If you don't specify this in advance the delegate won't know how or when to follow up andfailure is almost a certainty)
• How to communicate and foster a shared accountability relationship where both sides accept responsibility for the ultimate results
• The missing ingredient most employees need to carry out your assigned tasks without hand holding
• 4 progress monitoring strategies that get you the right amount of feedback, encourage employees to speak up about problems and prevent you from being perceived as a hovering micromanager
• 4 things to do at the end of every delegation project
• The right way to reward people – and why financial rewards are actually a bad thing
• How do you get people to willingly to take on more, different and higher-level tasks – ask for it even? (There's really only one way to do this, and the bad news is it might be out of your control right now)
• How to deliver constructive criticism when delegation doesn't goas planned

This Blueprint will walk you step-by-step through the entire delegating process, and the Practical Tools listed below help you implement that knowledge in the real world.

The result: Your team will willingly take on new tasks and have more energy – and you will finally toss that "I need to do it all" monkey off your back.