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Great Leaders Need To Learn How To Delegate

Leaders should ask themselves why they feel the need to micromanage

Delegation and control are common topics with my coaching clients. They recognize the importance of delegation and how it can serve them, but some still struggle with letting go.

In order to free up space to be more strategic, have a greater impact, be more efficient, and achieve work/life balance, delegating appropriate tasks to others is necessary and even required for managers today. This can feel risky—especially if the leader is high controlling, is a perfectionist, or has a heavy workload. Effective leaders who climb the corporate ladder are skilled at delegating and developing people.

When delegating, room must be made for learners to try and fail, which takes extra time. Similar to Blanchard’s SLII® model, extra time is required in Style 1 (Directing) to provide details, show and tell how, monitor frequently, and give feedback to develop a team member on a new task. As the learner develops, the leader can eventually move to Style 4 (Delegating) and devote less time to the team member.

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