How to Delegate Better

Are you an "Under-Delegator?"

Do you relish in your command of the detail? Would you rather roll up your sleeves and get it done rather than invest the time to train others?

In today’s turbulent world, leaders face a paradox. On one hand, micromanagement earns disdain—"control freaks" are called out as barriers to innovation. Yet, the "hands-on" leader is celebrated, portrayed as the ever-vigilant captain steering the ship. How do we reconcile these conflicting narratives?

The answer may not be about choosing between extremes. Instead of asking, “Should I delegate or not?” perhaps we should ask, “How can I delegate effectively?”

The Delegation Payoff

Delegation isn’t just a soft skill; it’s a performance lever. Research backs this up: Gallup reports that startups led by CEOs who excel at delegation grow 112% faster than those that are not. In essence, mastering delegation isn’t optional for leaders seeking scalable success—it’s mission-critical.

So why don’t more leaders embrace delegation? When pressed, familiar refrains emerge:

• “My team is already too busy.”
• “Nobody can do it as well as I can.”
• “If I delegate, I’ll seem less critical to the business.”

These excuses mask deeper fears and beliefs. For many leaders, bad past experiences with delegation create entrenched mindsets: a botched handoff, a disappointing result, or feeling excluded from decisions can leave scars. But these mindsets can—and must—be challenged.

Breaking the Mindset

1. Define It Delegation is deceptively simple. Saying, “You’re empowered!” might feel inspiring but often creates more ambiguity than clarity. Teams need to unpack what delegation truly means. One key distinction identified by Benedict Methebula and Brian Barnard at WITS Business School lies in responsibility vs. accountability. Responsibility refers to ownership of tasks; accountability implies ownership of outcomes. Ask yourself: Are you delegating a task or a decision? This clarity is the foundation of effective delegation.
2. Test It Effective delegation isn’t an all-or-nothing game. Start small. Begin by piloting tasks to test capacity, capabilities, and motivation. A recent study on psychological safety by Amy Edmondson, a Harvard professor, shows that teams perform better when they feel free to experiment without fear of failure. Applying this principle, leaders can use delegation pilots to build trust and competence incrementally.
3. Coach It Great delegators don’t disappear after assigning tasks—they become coaches. Use structured check-ins to offer feedback and guidance, keeping the lines of communication open.

The Multiplier Effect

Effective delegation does more than lighten a leader’s workload—it amplifies organizational capacity. When leaders delegate well, they unlock untapped potential, transforming their teams into creative problem-solvers and decision-makers.

So, the question is not whether to delegate. The real question is: What are you leaving on the table by not delegating?

Said another way: Don't be an Under-delegator.