Every CEO needs a second-in-command who is able to deputise for short periods of time or be able to communicate intention and vision in the CEO's absence.
The second-in-command will be extremely important in allowing the CEO to gradually take their focus off working 'IN' the business towards the more important business of development, growth and service excellence (working 'ON' the business).
True delegation means giving up a little of what we would like to hold onto or complete ourselves (some measure of control) while keeping what we might prefer to give up (accountability). Delegation means taking true responsibility and inevitably means giving up some control.
Everyone has limits and no one can do it all. If you fail to acknowledge this you will burn out and at worst the business will not grow. This may not be the consequence immediately but stress and pressure of trying to do it all will eventually catch-up. You also need to make sure your senior staff do not suffer like this, and make sure they can also delegate.
Delegation is a skill and learning it needs patience, persistence, and practice. Delegation is successful when you help the other person succeed. So make the right resources available and then communicate, and support the person towards their desired outcome.
Delegating does not mean abdicating your responsibility, but it does mean you are accountable for the end result, particularly as the CEO and you need to make sure you have done everything possible to influence a successful outcome.
The benefit of delegating tasks to a second-in-command is that you will have more time to concentrate on your main objectives and activity.
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