It’s something many managers have trouble giving up: responsibility.
But whether it’s a large project or a minor, mundane task, giving up responsibility is a necessary part of leadership.
Here are two of the most common arguments against delegating work, as well as their respective rebuttals:
It will take too long to teach someone to do it, so I may as well do it myself. There’s no denying that teaching a staffer something new will require a time commitment — especially if it’s a detailed task. In the long-term, however, this investment will probably save a tremendous amount of time.
The only way I can be 100% positive that something is done perfectly is if I do it myself. Does everything need to be “done perfectly”? The best leaders have the ability to discern the difference between work that needs to be “done perfectly” and work that doesn’t, and act accordingly.
