Welcome to Scaling Therapy Practice Episode 31 of our podcast, where we dive into the world of delegation and its impact on productivity. In this episode, we explore the delegation process from the perspective of a therapist or supervisor, discussing the steps involved and how to overcome common challenges. Join us as we uncover practical strategies for effective delegation and maintaining a healthy working relationship with a virtual assistant.

It's important to acknowledge that feeling uncertain or hesitant about delegation is perfectly normal. As a therapist or supervisor, it's natural to have concerns about wasting time, being perceived as the "bad guy," or encountering difficulties in communication. Recognize that these feelings are valid and shared by many. As James Marland, our guest, suggests, "You don't wanna waste time. You have trouble being the bad guy. You get mad. Some of those difficult conversations are hard." It's essential to address these concerns head-on and find ways to overcome them. However, the key to having more time is to push work down in the organization so you can do the things only you can do. 

James Marland shares an effective framework for decision-making when delegating tasks to a virtual assistant. The framework consists of three crucial elements: permission, information, and confidence. First, ensure that the virtual assistant has the necessary permission to make decisions within their role. This may involve setting boundaries and providing access to accounts, tools, or technology. Second, equip them with the right information to make informed decisions. Clear communication and documentation are key here. Finally, focus on building the virtual assistant's confidence in their decision-making abilities. Encourage them to ask questions, seek clarification, and propose solutions.

To instill the delegation framework effectively, it's crucial for therapists and supervisors to hold their virtual assistants accountable. Make sure they know that they need to be following the decision-making framework. Your direct reports need to be able to walk themselves through the delegation and ask themselves what am I missing? Am I missing permission, information, or confidence? Emphasize the ongoing nature of this framework and make it clear that they should use it whenever they encounter obstacles. Encourage them to identify themselves which element (permission, information, or confidence) they are missing and ask for the necessary support. By involving virtual assistants in the decision-making process, they gain confidence, learn your decision-making preferences, and reduce your decision overload. 

David and James highlight the significance of giving virtual assistants permission to ask for clarification or guidance. It is often difficult for assistants to ask questions because they feel like they will bother their manager or that the manager will chastise them for their lack of ability to proceed. The therapist needs to make it safe for their direct report to bring up gaps in permission, information, or confidence. This open communication fosters a collaborative environment and allows the virtual assistant to feel empowered in their role. As David states, "The goal is not that they ask you every time this problem comes up. In the process of asking, they develop a new competency to know that they have permission or how to access permission."

Virtual assistants should feel comfortable seeking permission or clarification when faced with uncertainties. David and James encourage providing a framework that allows virtual assistants to ask for guidance without feeling inadequate. James adds, "Give them a way to say, 'I think this is what I should do, but I've never done this before, and I just want your eyeballs on this to make sure that I'm making the right decision.'"

Clear boundaries and rules are essential in the delegation process. Both parties should understand the scope of work and the limitations of the virtual assistant's role. James emphasizes, "Having clear boundaries and then a way to come to you when things go outside the boundaries is key. And not to make anybody feel bad, like don't make them feel bad that they're coming to you, and you don't feel bad that they didn't know. It's just your way to figure out the rules, the permissions."

The second element discussed is information. David and James stress the importance of ensuring virtual assistants have all the necessary information to successfully complete a task. They use the example of ordering pens to illustrate the significance of clarity.

To avoid misunderstandings, it is crucial to provide specific instructions and preferences. David explains, "If you told me to order pens and my history is black, and I order blue 50 black pens for all your therapists who wanted blue, I did not have the right information, so I could definitely not complete that task." By clearly communicating preferences and details, the virtual assistant can execute the task accurately.

Creating standard operating procedures or utilizing tools like loom videos can be beneficial in sharing information with virtual assistants. David suggests, "If you're not that sort of person, but you're just kind of walking through this process with a VA for the first time, have them write their own standard operating procedure." Having a centralized database of documented procedures ensures that information is readily accessible and decreases reliance on individual knowledge.

Confidence plays a crucial role in the delegation process. David and James emphasize the importance of allowing virtual assistants to seek confirmation and guidance when lacking confidence.

Virtual assistants should feel comfortable expressing their lack of confidence without fear of judgment. James advises, "Give them the verbiage to invite them to come up with a solution. If they have misinformation or they're wrong, it's not bad. Then you have a chance to instruct them on what you want them to do." This is how confidence grows. This is how a direct’s capacity grows. As they think through the process they will grow and come up with surprising solutions in their area or experience. 

David acknowledges the fear of delegating important tasks and highlights the potential benefits of finding someone who may excel in a particular area. He notes, "Even if I had the time, would I be as good as somebody else that I could hire? It's the humility to even say, 'There may be people out there that do this better than me.'"