Megan Hyatt Miller:
There is somebody right now on a Peloton who is raising his hand and saying, “This is me. This is me.”

Michael Hyatt:
Hi, I’m Michael Hyatt.

Megan Hyatt Miller:
And I’m Megan Hyatt Miller.

Michael Hyatt:
And this is Lead to Win, a weekly podcast to help you win at work and succeed at life. Today we want to talk about delegation for leaders and for business owners. Megan, is this a favorite topic of yours or what?

Megan Hyatt Miller:
I’m kind of jumping up and down on the inside right now because I love delegation. It’s one of my favorite topics because it’s where we really see some of the biggest transformation for our coaching clients. People very often come to us with that sense of, “Gosh, if I could just clone myself,” or, “There’s just not enough of me to go around,” or, “There’s just not enough hours in the day,” and once they understand our philosophy of delegation, it just unlocks a whole different level, not only of their own productivity, but really of their business performance. That gets me excited because, really, whatever happens with the leader has an exponential impact on the rest of the business.

Michael Hyatt:
This is one of the keys to scaling your business too. We often have people, when they come into our coaching program, that are a little bit afraid of scaling because they think that what that means is they’ve got to put in more hours, or they’ve got to raise their prices and they already feel like they’re maybe charging too much or charging as much as they can, and they don’t see any way out. They’ve never really considered delegation, but I promise you, delegation is the key to growing your business, to having more margin in your life, to just enjoying both work and life more.

Megan Hyatt Miller:
Well, what I also hear reported back to us from our clients and from our coaching team is that people tell us that they’ve tried delegation and it “doesn’t work” for them. Maybe you’re listening to us and you’re thinking, “Yeah, I’ve tried delegation. It just didn’t work for me.” Well, you are the person who this podcast is for.

Michael Hyatt:
Yeah, exactly.

Megan Hyatt Miller:
Because we going to tell you why it didn’t work for you and help you figure out how to make it work for you. Because let me tell you, it is such an accelerator to your future performance, you can’t afford not to figure this out, and honestly, once you do, there will be no stopping you.

Michael Hyatt:
Well, was there ever a time when you were not very good at delegation?

Megan Hyatt Miller:
No.

Michael Hyatt:
Wow. Okay. Well, that’s honest. I definitely have a story, because-

Megan Hyatt Miller:
You do?

Michael Hyatt:
Yes. I haven’t always been good at it. In fact, I was pretty bad at it. I had a-

Megan Hyatt Miller:
That really surprises me.

Michael Hyatt:
Really?

Megan Hyatt Miller:
Yeah, I figured I learned it from you. I mean, I feel like I’ve probably been delegating, I have four younger sisters, so as soon as I could talk and point, I was delegating, is pretty much what I think.

Michael Hyatt:
Yeah. I think you were about three.

Megan Hyatt Miller:
Right.

Michael Hyatt:
In fact, you were reverse delegating to your parents at that point.

Megan Hyatt Miller:
Yeah, still do.

Michael Hyatt:
Yeah. One of my first jobs out of college, I was running a marketing department for a small publishing company. I had an executive assistant, and I literally didn’t know what to do with her. She came to me one day, she said, “You know, I don’t really have anything to do.” She said, “Can you give me some work to do?” I was like, “Wow,” and then I thought to myself, this shows how stupid I was, I literally thought, “I don’t need an executive assistant. It’s too much work because I not only have to figure out what I’ve got to do, I’ve got to figure out what my assistant has to do, and I don’t have time for that.”

Michael Hyatt:
Literally, when I founded my first company, my partner and I both had the same philosophy, we both had the same experience, and we both looked at each other and we said, “We don’t need no stinking assistants. We can just do this all ourself.” Boy, were we wrong. That was about the stupidest thing we could do.

Michael Hyatt:
I think as we begin looking at this, and we’re going to get into some really practical how to so stay with us, but I want to talk about three mistakes that leaders and business owners and executives make when it comes to delegation.

Megan Hyatt Miller:
Yeah. I’m really excited about this because while I think I’ve always been pretty good at delegating, I also know, because of course I had a little preview of this content, I’ve also made these mistakes, primarily two more than the third one, but this is going to help you understand maybe why you’re not getting the results from delegation that you’ve been promised.

Michael Hyatt:
Mistake number one, when it comes to delegation, every leader’s made this mistake, except apparently you, Megan, but every other leader makes this mistake, and it’s hesitation. They just hesitate to delegate. It’s because they have these conversations going on inside of their head that sound like this, and it’s really one of three things, in my experience. It’s like, “Well, nobody can do it as well as I can do it. Therefore, I have to do it myself.” This is one part arrogance and one part perfectionism, and both of those are lethal to delegation and will inhibit your ability to scale and grow your business and get the life you want.

Michael Hyatt:
Because here’s reality, there are people out there that can not only do it as well as you do it, they could actually do it better than you do it. You just have got to find the right people. You may have had the unfortunate experience of working with the wrong person and that person couldn’t meet your standards, but that could have been for a variety of reasons, like you were expecting them to read your mind, or it could have been you just had the wrong person that wasn’t a fit for the job, but regardless, that’s not a reason to hesitate.

Megan Hyatt Miller:
Okay, there is some right now on a Peloton who is raising his hand and saying, “This is me. This is me. That story sounds so familiar,” or there’s somebody in their car right now on the way to the office that’s like, “Oh my gosh, how did you know this about me?” I think that this is probably the thing we hear most from clients who join our coaching program, that we have been very successful in turning around, I must say, for people is just moving them from a place of hesitation, either because of perfectionism or arrogance or fear, that’s the other thing, I think you didn’t say fear, but I think that can be in there as well, and causing people not to delegate, which just perpetuates being stuck and feeling overwhelmed.

Michael Hyatt:
So true. Okay, the other conversation that often goes on inside of a leader’s head is they think to themselves, “I can’t afford it. I guess I’ll have to just do it myself.” But here’s the problem with that math, you can’t afford, likely, not to do it. To give you an example, when I started this business, Full Focus, the business formally known as Michael Hyatt & Company, when I started this company, I thought I couldn’t afford an assistant, I had to do everything myself. I’ve got to do the bookkeeping, I have to run errands, I have to mail out whatever needs to be mailed out, I have to do the invoicing, I had to do all the administrative stuff on the back end. But here’s the problem with it. If you think about what your time’s worth, the math simply doesn’t make sense.

Michael Hyatt:
I’m just going to pick a couple numbers here to try to make it simple and make the math easy, but if you take, for example, somebody who’s making $100,000 a year. Now, I know some of you who are listening to this are making way, way, way more than that. You can do the math for yourself, I’ll give you the formula here. If you take how much you make a year and you divide it by 2,000, that’s roughly going to give you the amount you’re paid per hour. At $100,000 a year, that comes out to about $50 an hour. Okay?

Michael Hyatt:
Let’s say that you could hire an executive assistant for $25 an hour. Now, some of you may be able to hire one for less, some of you may pay up more than that, and particularly in this environment, probably more on the higher side, but again, just keep the math simple. Let’s just assume you’re making $50 an hour, you could pay somebody $25 an hour. Does it make sense for you to do the work yourself at $50 an hour or hire someone to do it at $25 an hour?

Megan Hyatt Miller:
Well, what I love about this equation is you’re already paying somebody $50 an hour to do this job.

Michael Hyatt:
That’s right.

Megan Hyatt Miller:
Their name is your name, right?

Michael Hyatt:
That’s exactly right, and you’re probably we, not that good at it.

Megan Hyatt Miller:
Right.

Michael Hyatt:
Yeah, there may be some things that you do that you’re extremely proficient at, but probably the things that we’re talking about delegating, you’re not that good at and you’d be so far ahead if you could figure out how to delegate it.

Michael Hyatt:
But here’s even the bigger issue. Not only are you overpaying for sub-quality work, that’s bad enough, but worse, there’s the opportunity cost of what you’re not doing while you’re doing that, and can I just call it low level work? It’s not low level to somebody, but to you, it’s low-level work. While you’re doing that, you’re not generating revenue, you’re not spending time with clients, you’re not fixing your marketing funnels. You’re not doing all the things that lead to growth because you’re too bogged down in the administrative detail that doesn’t really move your business forward.

Megan Hyatt Miller:
Yeah. I think the idea of leverage is important here, because what we want to be doing is spending our time on the highest leverage work possible, meaning, that for the effort expended, we get to disproportionate return on that investment. You don’t want to a one-for-one return, that wouldn’t be that exciting. You really want some kind of an exponential return so that when you put in an hour, if your time is worth $50 an hour, you want to get $150 back, not just $50 back. You really want to get some kind of exponential ROI, and that’s what we’re going for here. You don’t want negative ROI, where you put in $50 and you get $25 back.

Michael Hyatt:
That’s right.

Megan Hyatt Miller:
I think that’s a good way to think about it. You’re right, primarily you’re the person in your business or in your department or team who’s driving the business forward, and there are certain activities that do that, that generate more revenue for your business. If you can hire somebody to do some of the things that are not generating revenue or not generating as much revenue that are less expensive to resource, then you can be leveraged for that higher leverage work that we’re talking about.

Michael Hyatt:
Well, just to give you a concrete example, when I started this business, as I explained, I was kind of foolish, I didn’t want to hire an assistant because I thought I couldn’t afford it and I just needed to do it myself, which kept me from doing the very things that would grow my business. But once I finally came to the conclusion that I needed to hire somebody, and I was hoping that it would free me up to take advantage of the time to redeploy to generating revenue, once I did that, I was shocked how fast I recouped the investment.

Michael Hyatt:
I hired somebody initially for like 10 hours a week. I took those same 10 hours that I was doing all those unproductive, non-revenue generating activities and I started focusing on revenue-generating activity. What that did was immediately grew my business, which automatically paid for the executive assistant. Then I took her from 10 hours to 20 hours, from 20 hours to 30 hours, from 30 hours to 40 hours, because it paid for itself. It just kept freeing me up to do those high leverage things that only I could do, not everybody could do it in the company, but it was the thing that I could do and it was the best and highest use of me.

Megan Hyatt Miller:
Absolutely. Well, this is an exciting opportunity when you start doing the math and it makes the decisions really clear. The math makes the decision for you, you really can’t afford not to delegate. I hope that’s what people hear, as we’re talking about this first mistake, hesitation, that causes people not to delegate.

Michael Hyatt:
This is a critical thing that we all have to think about. What does it cost us to do the various tasks that we’re doing, and does it make sense for us to continue to do those tasks, given our hourly rate?

Michael Hyatt:
That’s the first big mistake that leaders make in delegation, is they hesitate. The second one though I call abdication. There’s hesitation, there’s abdication. What this is, is we base basically make an assignment to somebody that we’re delegating to and then we abdicate, which means we disappear. We don’t give a lot of direction, we get frustrated when the people that we’ve delegated to don’t meet our standards, and it’s because we were expecting them to read our minds. We weren’t clear about the outcome, we didn’t define the win, and as a result, we left them guessing. They did the best they could, given the fact that we weren’t there to ask, we didn’t provide the direction, we’ve abdicated. They did the best they could, and then we get frustrated.

Michael Hyatt:
Well, the solution is not to try to go it alone, which is what I did with my business partner. No, the solution is to get really clear about your expectations. Megan, this is where those five levels of delegation come in, to where you could be crystal clear with the person you’re delegating to what your expectation is and what it is you want them to do exactly. People are usually pretty good about delivering the results if we’re clear about what we want.

Megan Hyatt Miller:
Well, and this is the place I think where I have struggled in the past. I don’t lean toward being a micromanager, but there’s always more that I want to do than I have time to do, so I’m really excited to just get stuff off my plate and run onto the next thing. What I have learned is that, often, I have expected people to read my mind, or really I have not empowered people to succeed. The thing is, in most cases, if we’re talking about executive assistants, the kind of people who are great executive assistants are people who have the ability to plan, who think through the details and all of that.

Megan Hyatt Miller:
The problem is oftentimes what makes a great leader is someone who is very big picture oriented, they have a lot of vision, they move really fast. Well, that can create a real gap between what lives up in our head as a leader and the ability or the discipline to get that out of our head, out through our mouth, into a format that someone else, really a vision, we would call this in the Full Focus system, a vision that then you can align someone else to so that they can execute with empowerment. Vision, alignment, execution, that’s the Full Focus System.

Megan Hyatt Miller:
I think where the breakdown typically is, when we’re talking about abdication, is that we are frustrated because the execution isn’t great, but we don’t have the vision or the alignment that’s necessary to set somebody up for really high-quality execution. If we want to have a great outcome of delegation, we’ve got to nail those two things. I think what you’re talking about, maybe we can go into this now with the five levels of delegation, is really a tool for articulating your vision around delegation.

Michael Hyatt:
Well, and I think a lot of times we don’t articulate that vision because we think, “Gosh, I don’t have the time right now. It’s just faster to do it myself.” Well, it is faster to do yourself the first time, but if you could make that investment in somebody, and for example, in my situation, if I could teach somebody how to handle my email inbox in a way that I want it handled, then I can forget about it. That’s exactly what I did that years ago. Now, Jim Kelly, who’s my executive assistant, manages my email inbox. He handles it beautifully, much better than I could do it, but it took that time on the front end, to make the investment of being clear and defining the win. If we’ll do that, and that’s some of the tools that we have inside of the Business Accelerator coaching program, tools that help you make that vision piece clear so that you can get the alignment you’re talking about, Megan, and then drive the execution.

Megan Hyatt Miller:
Okay, so if you’re thinking about your vision for delegation, let’s say you want to host a dinner for your best clients that will help to secure their business in the next year, the question is, what’s your vision for the delegation of that project to the person you’re going to hand it off to? What we like to think of are five levels of delegation that help you determine this, okay?

Megan Hyatt Miller:
Level number one is do as I say. Basically, you have a fully fleshed out vision in mind for this dinner, you know exactly what you want on the menu, you know exactly where you want to host it, you know who the guests are, you know what the programming should be. You want someone to basically just make your vision for this event a reality. Level one is do as I say.

Megan Hyatt Miller:
Level two, you may have a little less clarity about what you want to do, and so this is research and report. What you may ask in your delegation in this case is, “I’m not sure which restaurant I want to host this dinner at. Would you bring me a list of all the restaurants that have private dining available in a private of it dining room?” That is the delegation. That’s level number two, research and report.

Megan Hyatt Miller:
Now, level number three is one of my favorite levels of delegation, which is research and recommend. Recommendations are one of the best ways to manage decision fatigue and really increase your capacity exponentially, because sorting through all that research that has been reported to you, or that you have to go find yourself in some cases, can get really exhausting. This level three, in which someone says, “Here are the three restaurants locally within 10 miles that have private dining. I recommend that you do the one at Stony River because that’s the quietest and they have the best server to guest ratio,” something like that.” Now, all of a sudden, more than likely, you’re just going to say, “Okay, let’s go with that, let’s go to Stony River,” your decision making just got really easy. That’s level number three, research and recommend.

Michael Hyatt:
I’m so sorry, I’m just going to interrupt you there. I think one of the reasons this is my favorite is because, first of all, research is not everybody’s strong suit, right?

Megan Hyatt Miller:
Right.

Michael Hyatt:
Not everybody’s high on their Fact Finder if you look at the Kolbe Assessment, but it’s not my favorite thing to do either, though I am high on Fact Finder, and it takes an extraordinary amount of time. This just creates somebody that can go out and do that for you and saves you a lot of the leg work of trying to figure it out.

Megan Hyatt Miller:
Well, one of the things too, a little pro tip here, if you have a new executive assistant, you may not get the recommendations that are spot on at the beginning because that person is learning your preferences and how you make decisions, but if you’ll provide feedback along the way and you say, “Well, I’m not going to Stony River, because actually I really like this other option because of X, Y, Z,” then they’re going to all of a sudden have that in their mind as a criteria for their next recommendation. If you’ll show your work, as my husband Joel says, it’ll really help dial in those recommendations over time and before long they’ll be recommending things to you that you always say yes to because it meets your criteria.

Michael Hyatt:
That’s great. Okay, you want to pick up with number four?

Megan Hyatt Miller:
Yeah, so let’s go on to level number four, which is decide and inform. This is basically you’re turning this over to someone and they’re going to make the decision on the restaurant. Maybe you share a little bit of a criteria on the front end, but they’re going to go and pick the restaurant and just let you know that they’ve decided on Stony River and you just need to show up on Friday night at 6:30 PM. That’s great, because you didn’t have to do anything. This is someone who has learned your preferences and they are able to really delegate or execute on the delegations that you’ve given them without a lot of input from you, and that’s fantastic.

Megan Hyatt Miller:
Then level number five is to act independently. In my example here, this is where the person has done their own research, they’ve made the decision and they haven’t necessarily even informed you. This might be somebody that you delegated this to where you’re not actually going to attend the dinner, you’ve just that the dinner needs to happen, we want to secure these clients for the next year, whatever, and maybe this is somebody on your sales team, they’re going to host a dinner that with that as the outcome. They’re not even going to tell you that they pick Stony River, they’re just going to go execute this dinner and hopefully it’s a great success. That’s level number five.

Megan Hyatt Miller:
So just a review here, we’ve got a level number one, do as I say, level number two, research and report, level number three, research and recommend, one of our personal favorites, level number four, decide and inform, and level number five, act independently.

Michael Hyatt:
Excellent. Okay, so this is all under the mistake of abdication.

Megan Hyatt Miller:
Yep.

Michael Hyatt:
Instead of abdicating, instead of dumping and running, instead of just dumping this on your assistant’s lap and saying, “Good luck, hope you can read my mind,” no, we’re going to give them clear direction, specifically clarity about the level of authority that they have to act, but also again, to define what the wind looks like. You may say, for example, “Pick any restaurant you want, but here are the attributes I’m looking for.” You’re defining the win, but you’re giving them a lot of autonomy and a lot of discretion inside of that to make their own decisions, which, by the way, is a great thing for developing people and also gives them a lot of satisfaction, like they’ve got agency over the project and are simply not a robot executing what you want.

Michael Hyatt:
Okay, third mistake. First one, again, hesitation, mistake number two, abdication, mistake number three, suffocation. This is micromanagement. I think we’ve all worked for people like this. Megan, have you ever worked for somebody like this?

Megan Hyatt Miller:
Oh, yes. I once worked for someone who-

Michael Hyatt:
What was their name?

Megan Hyatt Miller:
Yeah.

Michael Hyatt:
Just between us.

Megan Hyatt Miller:
Yeah, just between us. I could tell you, but I’d have to kill you. I once worked for someone who was so suffocating that she had a particular way that she demanded that file folders be placed on her desk. This dates me right here. One time-

Michael Hyatt:
I know who you’re talking about.

Megan Hyatt Miller:
I know, you do know. One time I set a file folder on her desk in the incorrect manner, I was new, and she screamed at me for it, literally. I cried the whole way home and quit that very day, because I was like, “This is so irrational and suffocating.” That would be the most extreme form of suffocation, but woo, it was toxic.

Michael Hyatt:
One of your sisters had also a negative experience with that same person.

Megan Hyatt Miller:
Yes, that’s really true.

Michael Hyatt:
For similar reasons.

Megan Hyatt Miller:
Yeah.

Michael Hyatt:
A third sister actually survived her and did quite well with her. I’m not sure what her secret was, but we should bottle that and sell it, but regardless.

Megan Hyatt Miller:
Or we could just learn to not be suffocating, and that’s really what we’re focused on right here.

Michael Hyatt:
Okay. Yeah, that’s one option.

Megan Hyatt Miller:
Yeah.

Michael Hyatt:
No, that’s a great option. Yeah, I used to work for a guy, and it was my dream job. I got this job. I wasn’t too far out of college, and I’d been this director of marketing for this small publishing company, same one where I had an assistant and I didn’t know what to do with her. Then I got promoted to go to work on the editorial side of the business, which is actually the bookmaking part of the business, where you’re working with authors, you’re doing the editing work, you’re getting the book ready for publication. Man, that had been my dream job forever ever, since college. I finally get this job and I get this boss that’s a legend in our industry, everybody knew him. He was very friendly, very outgoing, super relational and suffocating.

Michael Hyatt:
At the end of my first day, I’d had a pretty good day. I was just learning the ropes, figuring it out, figuring out what I was going to do. He came into my office, and he said, “Tell me what you did today,” and he had a big smile on his face. I said, “Oh, man, well I did a little bit of this and I did a little bit of that,” and I just gave him just a quick 30-second sketch. He said, “No, I mean what did you do in detail?” He looked at me with no smile on his face. I said, “Well, what do you mean?” He said, “Here’s what I want you to do. I want you to start tracking your time in 15-minute increments on a log and then we’ll get together at the end of each day and we’ll go through your log and we’ll talk about what you did.”

Megan Hyatt Miller:
Oh my gosh.

Michael Hyatt:
Well, at first I thought he was kidding. I’m waiting for him to crack up, because I’d never been managed like that, but he was dead serious and that’s what we did. I lasted in that job for six months and I was looking for the door after three months.

Megan Hyatt Miller:
Wow.

Michael Hyatt:
If you want to stifle people that are creative, if you want to run off otherwise productive people, micromanage them. If you wonder if you’re a micromanager, if you suspect that you are, ask, just ask your team. Just say, “I really want your honest feedback here. Am I overmanaging you?” I tell you, when you do that, it will run people off, because people don’t want to be constrained in that way. They want some autonomy, they want some freedom, they want to be able to execute without you just hovering over them all the time.

Michael Hyatt:
Now, I think that comes from a place … I don’t know. I don’t know if it comes from place of arrogance, nobody can do it as well as I can so I’m going to have to supervise you to make sure that dot every I and cross every T exactly like I would do it, or if it comes from insecurity, your work’s going to reflect on me so I’ve got to make sure that it’s super right and I’ve got to be on top of it all the time, or what, but it’s really destructive. It’s really unhealthy.

Megan Hyatt Miller:
It is.

Michael Hyatt:
So stop it.

Megan Hyatt Miller:
Yeah, so stop it. But the question is how do you stop it? I think that this goes back to our discussion of the Full Focus system, vision, alignment, and execution, because what happens sometimes is that people are micromanaging the execution because they didn’t know how or they didn’t take the time to articulate a vision and then to ensure that they have alignment. This is something, again, that we teach in our coaching program, BusinessAccelerator, over and over. It’s really the thread that runs through everything that we teach, because these things are all related to each other. Most often what you find in coaching programs or business books, it’s going to be a lot about execution and people don’t go upstream far enough to the root problem that’s actually causing the faulty execution, which is either a deficit on the vision side or the alignment side.

Megan Hyatt Miller:
When you’re delegating, if you’re not going to micromanage people but you really care about excellence, then you’ve got to pay special attention to articulating the vision for what it is that you want as the outcome, including the criteria. This is, again, something that we teach in detail how to do in our coaching program. Then you’ve got to get the person who you’re delegating to aligned to that vision, which means you’ve got to sit with them, you’ve got to explain what the vision is, the vision must be written down in some way, you’ve got to allow them to ask questions.

Megan Hyatt Miller:
This is one of the biggest mistakes people make, is they just lob this delegation over the fence and hope there’s somebody on the other side to catch it. They haven’t really looked the person in the eye and made sure that they have the ball, that they have it, that they understand it, this is where the metaphor breaks down, but, do they understand exactly what’s being requested? Do they need to clarify, for example, what kind of restaurant are we going to choose? Do you want a restaurant that’s fine dining or more casual?

Megan Hyatt Miller:
You want the opportunity, if you haven’t articulated details like that in your vision for the person who’s taking the delegation and running with it, to be able to ask, because then they’re now empowered through alignment to your vision to execute on your behalf and really meet or exceed your expectations. That’s what we want. Usually, these are the issues that are in place with someone who is suffocating in their delegation style.

Michael Hyatt:
Well, just a pro tip here, stay focused. If you’re the leader, stay focused on answering the question, what, not how.

Megan Hyatt Miller:
Yeah.

Michael Hyatt:
Now, if you’re doing technical training, you might have to show the person how, but for most of us, the person can figure out the how. In fact, if they don’t know clearly, just the whole exercise of trying to figure out the how will be very helpful in their own development, but stay focused on the what. By that, I mean stay focused on the outcomes that you want, not how the person accomplishes it, because honestly, you don’t really care. Obviously, you want it accomplished as inexpensively, as quickly, all those things as you can, but don’t dictate the how, just stay focused on the what.

Megan Hyatt Miller:
For example, you don’t need to say, this would be suffocating, “I need you to go and research restaurants and make a recommendation for this client dinner that I want to do. What you need to do is you need to email the general manager at XYZ restaurant and then do a follow-up phone call within 24 hours if you don’t hear back.” That would be suffocating. You just need to say the outcome that you’re after and let that person figure out, maybe they have contacts you don’t know about, it doesn’t really matter. That’s not within your lane to dictate as you delegate how they do what they do, unless there’s some material reason why it matters.

Michael Hyatt:
That’s right.

Michael Hyatt:
Okay, so today we’ve been talking about the three biggest mistakes people make when it comes to delegation. We’ve talked about hesitation, we’ve talked about abdication, and we’ve talked about suffocation. Maybe you’re guilty of one, maybe you’re guilty of all three, but the good news is you can fix this. You could become a master delegator. Megan, any final thoughts?

Megan Hyatt Miller:
Yeah. If you’re listening to this and you’re thinking, “Gosh, I don’t know how, but they totally know where I’m struggling with delegation,” and your curiosity is piqued here, I want to encourage you to go ahead and book that business performance assessment call that we talked about earlier. The reason for that is because in that call, once you’ve taken the assessment, you’re going to get insight as to whether you’re struggling with vision, alignment, or execution, and exactly what to do about it. That insight could be the game changer for scaling your business in a way that you’ve never had access to before.

Megan Hyatt Miller:
As I said earlier, what we want to do is we want to move beyond treating the surface level symptoms and we want to get to the root issue that’s causing the things that you’re struggling with, so that we can resolve it and really empower you to achieve what you’re capable of as a leader, but also, and most importantly, in your business or organization as a whole.

Megan Hyatt Miller:
What I love about this assessment is it’s going to give you such targeted intel on whether it’s vision, alignment, or execution. There’s some subsets under that, that are very particular, that you’ll learn about in the assessment and our team can walk you through that. Go ahead and make sure you book that call so you’re able to get those insights.

Michael Hyatt:
Just to be clear, that call and the assessment are free.

Megan Hyatt Miller:
Totally free.

Michael Hyatt:
This is something you’ve got to take advantage of if you want to go to the next level. To take advantage of this free offer, go to businessaccelerator.com/podcast. Guys, thanks so much for joining us. Megan, thank you for your insights. We’ll look forward to talking to you guys next week. Until then, Lead to Win.