We work with many fast-growing and forward-thinking CPA firms, and many leaders are grappling with the concept of "pushing work down" from partners to managers, managers to seniors and seniors to staff.
Delegation is an essential skill. However, the real question isn't about pushing work down, but ensuring that each individual is operating at their highest and best level.
If that idea resonates with you, this article will provide insights on achieving optimal work allocation to ensure growth, efficiency and employee satisfaction.
Assessing work levels
As a leader in a firm, every time you work on a task, ask yourself: Is this something only you can do? If the answer is yes, you're working at the right level. If the answer is no, you should plan to start delegating that work to someone else in the firm.
This ensures that higher-level employees can focus on tasks that require their expertise and experience.
Delegating work isn't just about efficiency; it's also about providing opportunities for lower-level employees to learn and grow. When you push work down, staff at every level can take on more responsibilities and develop their skills.
If you feel like you should be able to pass the work down, but there's no one in the firm capable of taking it on, ask yourself, "What do they need to have or learn to handle that work?" Then, provide the necessary resources and support.
That's a much better response than simply saying, "I don't have anyone to give it to, so I'm doing it myself."
People who aren't given opportunities to learn, grow and develop new skills either stagnate in their role or leave the firm for new opportunities.
Overcoming the fear of letting go
Feeling hesitant about delegating tasks you enjoy or are particularly good at is natural. For example, a tax partner might have chosen their specialization because they enjoy preparing tax returns. An IT director might be adept at crawling under desks to set up hardware or troubleshoot issues.
However, holding onto lower-level work prevents you from focusing on strategic initiatives that can drive the firm forward.
Leaders must set a positive example by letting go of work and trusting their teams to handle it. When firm leaders hold onto tasks that could be delegated, it sends a negative message to the rest of the team.
A culture where work is allocated appropriately promotes trust, accountability and growth. Fostering a positive culture requires leaders to show they believe in their team's capabilities and are committed to their development.
Optimal work allocation is directly linked to a firm's ability to meet its revenue and growth goals. When everyone works at their highest and best level, the firm operates more efficiently and is better positioned for success.
By ensuring everyone in your firm is operating at their highest and best level, you can drive efficiency, promote employee growth and achieve the firm's revenue and growth objectives. It requires a conscious effort to let go of lower-level work, trust your team and focus on strategic initiatives that genuinely require your expertise. But the rewards, in terms of firm success and a positive company culture, are well worth the effort.
