us to develop, grow and find new ways of achieving more, and being more fulfilled.
There are many routes and stakeholders and there are many motivating reasons for making oneself redundant; retirement, for example, is most successfully achieved for both the individual and the organization if a successor who picks up the workload and carries forth the legacy of the retiree is put into place. The retiree is free to retire because he or she is effectively redundant, by design of course.
Similarly, an employee leaving a role or an organization is a fact of life and a fact of a successful career. Just as in the case of our retiree, leaving a role is much more successfully achieved if the role leaver has been able to achieve their own ‘redundancy’ through the appointment and training of a successor.
Great delegation creates jobs at the back end of the production line and development, improvement and breakthroughs at the front line. One can't possibly do all that one already does and then add in more in order to improve or progress.
The ability to delegate with the intention of making the initial job description as redundant as possible
• creates employment, directly and virtually
• means flexible working and new self-employment opportunities for otherwise ‘unemployable’ people4
• enables employees at all levels to delegate those areas of their workload that are least favourable, that they're less good at or that they can pass on to a potential successor so that they can add new skills, take on or develop new activities or explore new ways to improve their self, job, team or organization, i.e. have a better and more enjoyable job and so be a better and more pleasant co-worker
• enables managers and executives to explore the limits of their potential because they are not bogged down by repetitive tasks through downward delegation
• enables employees at all levels to develop their skill sets and experience and to earn accolades and show their potential to their superiors through successful upward delegation as well as successful receipt of downward delegated workload
• enables a happier workforce comprising workers who play to their strengths through sideways delegation and get to enjoy jobs that consist largely of things they enjoy doing most and are best at.
Economic impacts spread far:
• In creating employment, we create increased disposable income and an increase in consumerism as well as all the related impacts on the housing and property market.
• In freeing up SME owners to create growth, we already know of the hundreds of billions of pounds this adds to the global economy.
• In freeing up managers and executives to be creative and generate growth, we naturally return increased taxes to the government and improve shareholder return (which also presumably results in bonuses for staff in all the requisite benefits mentioned above regarding disposable income).
• In applying all the same delegation disciplines and in achieving all the same results in civil service, government and government divisions, we achieve improvements in service delivery and through reduction in costs underlying a return or benefit to the taxpayer.
• In applying all the same to charities, an increased proportion of funds raised can be attributed – one hopes – to the causes supported by the charity.
3
THE VALUE OF DELEGATION
There are many ‘soft benefits’ to delegation which are highlighted in the previous chapter but there is a definitive commercial value to the bottom line of a business or organization that gets delegation right. It manifests itself essentially in four ways:
• the newly-created revenue – for SMEs, corporate, charities and governments (discussed more below);
• the value added to the business – for SMEs as a reduction of dependence on the owner, both for resale and for business resilience;
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