Don't Read the Manual, Write the Manual

One of the hardest thing I've had to do as the sole founder of a venture capital fund is bring on help.  I'm not adding partners.  No, I just need a little administrative help here and there.  I found someone great to work with, but it's been slow going to offload things. 

Why?  What's the holdup?

It's the same thing that gets in the way of most people's ability to delegate.  If you're doing everything yourself, there are a million little tiny things that are completely necessary to getting the job done that are in your head.  You can't ask someone else to book a venue to run a Meetup unless that person knows who the contact person is.  You know who they are.  In fact, you just DM them when you need space, so the first time you have someone make that ask, it's going to take like 5 times as long.  You'll need to build up a list of venues, list of contacts, their contact info, and maybe even a form note for the ask.  It is work that no one has time for, but if you don't do it, you'll never get it off your plate.

One of the things I'm having my assistant work on together is writing up operating manuals--and it's something you should give as the first task to anyone who works for you.  This way, ideally, you'll never have to do it again in case they leave, or you add on new people.  Having a great set of operating manuals makes a small business much more scalable and resistant to natural employee turnover.  Everyone in the company should be recording exactly how they do their job.

Startup people don't like to read manuals, but they should all be dilgently writing them.