Barriers to delegating
Ahmed November 3, 2024
Despite the benefits, delegation makes some managers uneasy. Some don't like delegating because they fear they'll lose control of their direct reports and projects. Others see delegating as giving up responsibility. Still, others believe that doing the job themselves will be most efficient.
But each of these arguments can be countered.
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Argument against delegating |
Counterargument |
| "I can do this better and quicker than my staff can" or "It's easier to do it myself than to organize it, explain it, and monitor it." |
Maybe you can—but your job as a manager is to support your staff in doing the work. This is a short-term view. In general, the time you spend planning the delegated task or project will be worth it. Eventually, your employees will be able to take on more responsibility for planning and carrying out their assignments. |
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"I don't have confidence in my team." |
You can start by delegating small tasks and projects. Over time, you'll gradually develop more confidence in your team. |
|
"I like to have things done my way." |
As a manager, you need to focus your energies on communicating your preferences and quality standards rather than on doing the tasks yourself. |
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"My people will resent the additional work" or "My people may think I'm asking them to do my work." |
You need to manage your employees' expectations. Make it clear that your role is to support your staff in making decisions for themselves. Also, explain that taking on delegated tasks and projects gives them opportunities to do new and interesting work. |
If you're reluctant to delegate, try these tactics:
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Keep a daily log of how you spend your time. After a week, look for patterns. You'll probably find that you're spending a lot of time on low-leverage activities that someone else could handle. Becoming aware of a pattern can motivate you to start delegating.
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Integrate delegation into what you already do. Make delegation part of your process for creating staff development plans. Discuss which types of tasks and projects you'll delegate to employees so they can build the skills they need. Include those delegated assignments in your people's performance goals. This will get you thinking about opportunities to delegate as they arise normally in your work.
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Ask your people to hold you accountable for delegating. Give your employees direct permission to let you know when you haven't delegated something you should. Ask them, "Do you ever see me doing things that I don't need to be doing?" "Are there areas where I need to delegate more to you?" Make it clear that you're open to and you expect this kind of input. Also, invite them to ask for projects that appeal to them.
- Envision yourself as a leader. Managers manage details, such as solving direct reports' problems. Leaders manage people by fostering a sense of ownership and accountability among their employees. When you envision yourself as a leader, you become more comfortable delegating.
Decrease Your Hesitation to Delegate
