Reluctance to delegate tasks is often a result of a misunderstanding of where their value lies in the company's future. For so long, their value and the way they have operated is by being the person that "Get's Shit Done" The underlying fear of delegation is not always about the pace or quality of what will be produced. It can also be a subconscious fear that they are giving up value that they were previously contributing and if they are no longer a DO'er, what do they bring to the team? The biggest success I have had in these scenarios is always about coaching them on the value and impact of execution at scale. By taking it all on, they can only do so much, BUT, if they can delegate, coach and guide others, the impact can be exponential.

La delegación está en la esencia del potencial de las personas y las organizaciones para organizarse, coordinar tareas y multiplicar sus resultados. El fundamento clave para delegar es la confianza. ¿Cómo tenerla o construirla? Trabaja sobre tres dimensiones 1. Competencia, tiene que ver con conocimientos, experiencias y capacidades. Se trabaja y se adquiere 2. Responsabilidad, se relaciona con la actitud para asumir la tarea, el nivel de compromiso y dedicación 3. Transparencia, se vincula con la conversación, con las intenciones por detrás del comando y la acción requerida. Llegar al momento de delegar con temor es síntoma de no haber desarrollado confianza. El soltar es un proceso que inicia con la apreciación del valor que persigue.

1. Show how delegating tasks allows leaders to focus on strategic priorities while fostering team growth and building trust among members. 2. Encourage the client to delegate smaller, low-risk tasks first, gradually increasing responsibility as the team demonstrates competence. 3. Equip the client with delegation techniques, clear communication strategies, and follow-up processes to ensure accountability and successful task completion.

Resistance to delegate task is a lack of confidence in the team or a overcontrolling personality. Create the right KPIs so the client still feels he has all the information and metrics to understand what is happening and can take actions at the right time. Also, make sure the client understand the cost/value of those task done by him or by someone else and the potential lost of opportunities for the client to address more important task for the business.

Ich spiele in meinen Führungskräftetrainings gerne das "Delegation Poker" ♠️♥️♣️♦️ Oftmals wird beim Delegieren nur in "Schwarz-weiß" gedacht: Also abgeben oder selbst erledigen. Es gibt aber mehrere Delegationsstufen, die man pro Aufgabe und pro Mitarbeiter festlegen kann. Man kann sich selbst die Frage stellen, was man wie, wem unter welchen Bedingungen delegieren kann und ob dies von den jeweiligen Mitarbeitern gleichermaßen so zurück gespiegelt wird. Den Grad der Delegation kann man dann entsprechend weiter entwickeln. Relevant ist dafür die Frage: "Was brauchst Du, um xy selbstständig entscheiden / umsetzen zu können"

I recently worked with a tech CEO who struggled with delegation. We started small: first listing tasks that drained his energy but could excite others. For his marketing lead who loved data, he delegated analytics reporting. The breakthrough? When that report revealed insights he'd missed, he saw how delegation isn't losing control—it's gaining perspective. Now he starts each week asking "Who would thrive with this task?" His team's engagement soared, he gained 15 hours weekly for strategy, and ironically, by letting go, he gained more control. Start small, trust gradually, and watch your team shine.

I think helping someone to understand why they are reluctant to delegate first of all before then looking at what might be the benefit to them and to others in delegating then moving onto small risk free steps they can take to start delegating. Once they see the benefits and results it will fuel onward delegation

Clients often fear losing control, but delegating is a powerful way to empower their teams. Help them identify strengths and match tasks to the right people, ensuring everyone’s skills are fully used. Set clear guidelines and outcomes to keep everyone on track. Encourage open communication and feedback to build trust and make delegation feel natural.❤️