You asked for it and we listened. In this column, we ask operators of all sizes and from all walks of the industry a question about their business and report their answers so you can assess how your own company compares to your peers. If you would like to participate, please email Rob Smentek at rob@chauffeurdriven.com for next issue’s question.
TOPIC: How do you go about delegating to employees? What kind of tasks have you personally passed off? What do you consider when preparing to delegate?
Remember that daily tasks and interruptions can bury you; you need to let go and start delegating. I have earned my position in the company because I have the skills and the experience to execute the work successfully. As not everybody in the company has those same skills, there always will be some tasks and projects that I have to do on my own. But there is also a set of tasks on my plate that someone else can handle. As a successful and effective manager, I have to be able to determine what type of tasks can be delegated.
Whatever the type of task I am going to hand off is, I have to make sure I take my time to clarify all objectives for that job. By doing this, I eliminate any possibility of any miscommunication. Be sure to select the right person or team: You must start by matching the person or team to the task.
However, the most important thing I learned is how to handle upward delegation, where the person you’ve delegated a task to starts shifting things back to you. Ask this person to come up with a better solution and always, always ask them what they think the best solutions are.
Shady Azer, Vice President of Operations
Concorde Worldwide in Freehold, N.J.

I wouldn’t point out one specific thing that I have delegated to Nick, but what really matters are the small tasks and responsibilities I can count on him for. Also, I’d like to add that he has created his own tasks as of late: We’re now on the GNet system, running a GDS, we have active Facebook and Instagram accounts, and he is going out and taking the initiative of meeting clients. A majority of these things are tasks I’d be doing, so I’m glad he is with us, as it allows me to focus on running the business.
Carla Boccio, Owner
Buffalo Limousine in Buffalo, N.Y.

Not long ago, I delegated billing to my employees—but I still watch very closely. There have been almost no issues or mistakes because the training and process were put in place effectively. And my team always makes sure things are analyzed prior to either charging a card or submitting an invoice.
Fernando Carlison Jr., CEO
Mundi Limousine in Deerfield Beach, Fla.

My team understands their jobs. They know their tasks, roles, and functions within the organization, and it was time to “let go” to them so they can do what they need to get the job done. My function is to produce leaders and to encourage and support the decision-making environment by giving my team the tools and knowledge they need to make and act upon their own decisions. By doing this, I have helped my team reach an empowered state.
Through this process, I appointed my director of affiliate relations and director of sales and marketing to take a share of running the business to achieve our goals. “Trust the process” as I tell them every week—your teams will only believe they are empowered when they are left alone to accomplish results over a period of time.
Reza Choudhury, CEO
HYRYDE, Powered by Reliance in London, U.K.

Eric Devlin, President/Owner
Premier Transportation Services in Dallas, Texas

Sam Emam, General Manager
BBZ Limousine & Livery Service in Bergenfield, N.J.

Ashley Richey Goldston, General Manager Affiliate Relations
Going Coastal Transportation Chauffeured Services in Charleston, S.C.

I recently delegated recruiting CDL drivers to my operations manager, and she has done a great job with this initiative. She’s posting ads on Indeed and Craigslist and scheduling interviews as well as reaching out to state and veterans agencies who have job seekers. I have five solid candidates now to interview before hiring and onboarding them.
Mark Kini, Founder & CEO
Boston Chauffeur in Beverly, Mass.

Working one-on-one with clients was something I felt only I could do, as I had the impression they only wanted to work with me. Since Drew began actively attending trade shows and association meetings, however, clients have started asking for him directly. It is a great feeling. I still coach him on a weekly basis since there is so much to learn about our business and clients’ expectations. I still oversee everything, but certain tasks and projects are now run by Drew, and it is his responsibility to handle them without me.
Arthur Messina, Founder & President
Create-A-Card in Smithtown, N.Y.

Contrary to popular belief, most employees want to be given more demanding responsibilities and, more importantly, the autonomy to tackle those responsibilities in their own manner. If you give them the responsibility without that autonomy, then they don’t look at it the same positive way—instead it becomes a burden to them and not an opportunity.
Before I delegate a responsibility, I ask myself, “What is the worst thing that can happen if this gets all screwed up?” Which then leads to the next question: “How and what do I need to monitor as this person handles everything to make sure that worst case doesn’t happen?” If the answers to both questions are acceptable to me, then I delegate and monitor appropriately. In truth, when you delegate, rarely does the employee’s approach match your own. In fact, you may only be marginally comfortable with it. However, as long as you can see where the employee is heading, and you are willing to listen to them and to coach along the way, the only thing that really matters is the final outcome, right?
It is way better for you personally and for your organization in the long run to give the employee that freedom. You free up your time and effort to work more on the business and not in the business, and at the same time the employee is growing and getting a lot of personal satisfaction—and you become more comfortable giving them more responsibility in the future. Sometimes, you turn something over to someone and they do a better job than even you would have done. When that happens, you wonder why you didn’t turn it over long ago.
Basil Rudawsky, Chief Operating Officer
BEST Transportation in St. Louis, Mo.
We’ve loved hearing your answers to our benchmarking questions—but we always welcome suggestions for future topics, too!
Send an email to rob@chauffeurdriven.com you just might see your query answered in an upcoming issue.
[CD0519]