Mastering the Art of Delegation in Startups
02.05.2022

Delegating in startups
The founder of a startup always has a lot of responsibilities: in addition to constantly inspiring the team, one must lead the development of the product and keep track of the overarching strategy.
Most often, beginner CEOs experience trouble delegating their tasks to someone else, because of the false notion “this is my idea and only I know how to implement it correctly.” Of course they know, but most likely, not all of their duties are “direct”, and they are unlikely to cope alone. We are not talking about the team now. It's about the correct distribution of resources for the game in the long term, which is called delegating.
How it works in startups, why you shouldn't be afraid of it, and what can and cannot be delegated - will be analyzed in this article.
Why should startups delegate?
Startups most often have no days off, not to mention their founders - mentally they are always at work. That means burnout is shadowing them at all times. Your unique vision for the product is not a reason to waste your time on every little task. The person, thanks to whom the project moves forward every day, cannot be burned out.
What do you need to delegate?
Consiglieri has gained a lot of experience and expertise in assisting founders with legal matters, management consulting, strategy formulation and other important aspects of the startup management. If you are in doubt, it is always best to reach out for assistance of a professional team.
What should not be delegated?
Delegating does not mean giving up important things and standing on the sidewalk. Identify the issues that cannot exist without the founder’s engagement, but continue to indirectly participate in all company processes. Remember: decisions are always yours.
The founder of a startup always has a lot of responsibilities: in addition to constantly inspiring the team, one must lead the development of the product and keep track of the overarching strategy.
Most often, beginner CEOs experience trouble delegating their tasks to someone else, because of the false notion “this is my idea and only I know how to implement it correctly.” Of course they know, but most likely, not all of their duties are “direct”, and they are unlikely to cope alone. We are not talking about the team now. It's about the correct distribution of resources for the game in the long term, which is called delegating.
How it works in startups, why you shouldn't be afraid of it, and what can and cannot be delegated - will be analyzed in this article.
Why should startups delegate?
Startups most often have no days off, not to mention their founders - mentally they are always at work. That means burnout is shadowing them at all times. Your unique vision for the product is not a reason to waste your time on every little task. The person, thanks to whom the project moves forward every day, cannot be burned out.
What do you need to delegate?
- Legal matters
- Finances
- Marketing
Consiglieri has gained a lot of experience and expertise in assisting founders with legal matters, management consulting, strategy formulation and other important aspects of the startup management. If you are in doubt, it is always best to reach out for assistance of a professional team.
What should not be delegated?
- Growth strategy
- Sales
- Interaction with investors
Delegating does not mean giving up important things and standing on the sidewalk. Identify the issues that cannot exist without the founder’s engagement, but continue to indirectly participate in all company processes. Remember: decisions are always yours.
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