Delegating Business Processes – The Key to Company Growth

One of the most challenging and common issues in business development and scaling is the question of delegation.

No delegation – no growth.

Sometimes, the issue of delegation in business becomes so critical that it doesn’t just hinder growth but actually leads to the degradation of business processes.

Based on experience, the NK Consulting team notes that the lack of delegation impedes business development.

At first glance, what does PR and growth have to do with delegating secretarial, courier, or other essential functions? What’s the connection? A direct one!

For example, a business owner decides that they need to "somehow grow," consults specialists (in an ideal scenario, by the way), outlines their needs, starts the work, and… that’s it.

The process stops there because the owner simply doesn’t have the time, resources, or capacity to take on promotion as well—which undoubtedly requires attention!

And so begins a vicious cycle: drowning in even more tasks, constant fatigue and frustration, disappointment with "all this PR," and abandoning yet another attempt to "somehow grow."

In NK Consulting’s practice, there was a case where the manager of a fairly large consulting company controlled everything in the business—from opening mail envelopes and ordering coffee for the office to drafting documents and managing major legal projects!

Needless to say, he had no time left for PR in the company.

So, what should you do?

No matter how much you’ve avoided this issue until now, yes—if you want growth, you’ll have to delegate.

Think about all the tasks you could or ideally would like to delegate, and start small—hire an assistant and delegate at least some of them, gradually handing over more over time.

Specialized work requiring specific skills (legal, accounting, PR, design) is better outsourced.

Try to loosen control a little and stop thinking that "nothing will work without you." It will—if you start trusting and gradually delegating.

Delegating doesn’t mean letting things run on autopilot. Of course, you need to monitor, especially at first.

Don’t overdo it. Don’t rewrite, don’t correct, don’t strive for perfection in every process, every document, every phrase. Leave some room for creativity for your assistant—even if you think you could do it better.

Don’t fix your assistant’s mistakes yourself just because "it’s easier to do it myself than explain." It might be easier in the moment, but it won’t solve the problem in the long run. It’s better to explain a few times how to do it right than to correct it yourself. A capable assistant will eventually get it right—and one day, they might even do it better than you.