Why Leaders Struggle with Delegation—And How to Fix It

Delegation is one of the most powerful tools in a leader’s arsenal, yet many struggle with it. Some leaders delegate too little, holding onto tasks they shouldn’t. Others delegate poorly, assigning the wrong tasks to the wrong people or failing to provide the necessary guidance.

But why? What makes effective delegation so difficult?

At Supreme Staffing, COO Marnie Byford has spent years refining her approach to leadership and team development. Early in her career, she, like many leaders, found herself doing too much. She felt the need to oversee everything, to ensure tasks were done “right.” But over time, she realized that delegation wasn’t just about handing off tasks—it was a tool for developing the people around her.

“It was never a lack of trust, but making sure that as a team, we’re a unit. Accountability as a unit is much better than just one person,” she explains.

Her perspective offers valuable insight into the deeper reasons leaders hesitate to delegate and how shifting their mindset can unlock stronger teams and better leadership.

1. The Illusion of Control: “It’s Just Easier If I Do It Myself”

One of the biggest barriers to delegation is the belief that doing it yourself is faster and easier than teaching someone else. In the short term, this might be true—training someone takes effort, and mistakes might happen.

But holding onto tasks because it feels “easier” is a long-term leadership failure. Leaders who refuse to delegate become bottlenecks, slowing down progress and stifling their team’s development.

Marnie learned this firsthand while growing Supreme Staffing. She had built a strong company culture based on trust and teamwork, but she realized that unless she let go of certain responsibilities, she was limiting her team’s potential.

“I’ve learned that it’s okay to delegate and train up those people to be where they need to be,” she says. “It was never about a lack of trust but making sure my team gets what they need to grow as well.”

Fix It:

Shift your mindset from “doing” to developing. Ask yourself:

• “Am I the only person who can do this, or am I just the most familiar with it?”
• “Is this a task that helps me lead better, or could someone else grow by doing it?”

2. Fear of Losing Quality: “They Won’t Do It As Well As I Can”

Many leaders hesitate to delegate because they believe no one will do the task to their exact standards. This perfectionist mindset can be a major roadblock to growth.

At Supreme Staffing, Marnie saw how micromanaging eroded trust and stifled innovation. Instead of expecting perfection, she began focusing on teaching the right skills and setting clear expectations.

“We invest in our people, and if you invest in your people, your people take care of you,” she emphasizes.

Fix It:

• Define what success looks like rather than expecting an identical outcome.
• Accept that learning involves mistakes—but growth happens through experience.
• Give constructive feedback instead of taking back control when things aren’t perfect.

3. Lack of Trust: “What If They Mess Up?”

Some leaders hesitate to delegate because they don’t fully trust their team. They fear that if they hand over a task, it will be done incorrectly, leading to costly mistakes.

Marnie saw this challenge not just in her own leadership but also in the clients her company served. Many organizations hesitated to give new hires real responsibility, creating a cycle where employees never gained the confidence or experience needed to excel.

“We tell nobody anything. And at the end of the day, we ask for feedback and evaluation—that gives us the truest, most honest answers,” she explains. By giving employees real-world experiences rather than simply training them in theory, she found that trust could be built through action rather than assumption.

Fix It:

• Start small—delegate lower-risk tasks first and build up to bigger responsibilities.
• Create a safety net—instead of checking every small detail, set up a feedback loop to review progress.
• Treat mistakes as learning opportunities, not reasons to take back control.

4. The Myth of Busyness: “I Don’t Have Time to Teach Someone Else”

Many leaders feel so overwhelmed that training someone else feels like an added burden rather than a solution. The irony? If you never make time to delegate, you’ll never have time to lead.

Marnie understands the pressure of running a business while managing a team. But she also knows that sustainable leadership requires creating space for others to step up.

“It’s okay to take a break. It’s okay to rest your mind and breathe… You can’t do it all on your own,” she advises.

Fix It:

• Treat delegation as a short-term investment for long-term efficiency.
• Batch training—train multiple employees on similar tasks to save time.
• Recognize that teaching is part of leadership—if you don’t develop your people, your workload will never shrink.

5. The Identity Trap: “If I’m Not Doing It, What’s My Value?”

For many leaders, their value has always been tied to their ability to execute. They’ve built their reputation by being the go-to expert, the problem solver, the one who “gets things done.”

But as Marnie transitioned into a leadership role, she had to redefine her value. Instead of measuring her worth by how much she could accomplish, she focused on how well she could develop others.

“Delegation isn’t about losing control—it’s about preparing the next wave of leadership,” she explains.

Fix It:

• Redefine success: Leadership is about multiplying impact, not just personal achievement.
• Recognize that your highest value is in teaching, mentoring, and empowering others—not executing tasks.
• Celebrate the wins of your team as your own success.

Final Thought: Delegation Isn’t About Doing Less—It’s About Leading More

Many leaders struggle with delegation because they believe they’re protecting their work, their reputation, or their company. But the real job of a leader is to equip others for success.

Marnie Byford’s leadership at Supreme Staffing proves that delegation done right creates stronger teams, empowered employees, and sustainable business growth.

? Delegation isn’t just about getting things off your plate—it’s about equipping others to take on more. ? When you delegate strategically, you build a team that’s stronger, more capable, and more engaged. ? True leadership isn’t about doing it all—it’s about developing others so they can thrive.

So the next time you hesitate to delegate, ask yourself:

?? Am I holding onto this because I should, or because I’m afraid to let go?

The answer might just transform the way you lead.