I recently wrote about transforming negative self-talk, focusing on the stories we tell ourselves and how they often reinforce unhelpful beliefs that lead to self-sabotage. This got me thinking about leaders’ thoughts and behaviors around delegation. Leaders frequently create narratives that influence how they approach delegation, often to their detriment.
Many of these narratives are rooted in limiting beliefs that hinder the growth of both leaders and their teams. It’s crucial for leaders to reframe these narratives to empower their teams and drive collective success.
“It’s easier if I do it myself.”
“It will get done faster if I do it myself.”
“No one else can do it as well as I can.”
Leaders may believe that completing tasks themselves is faster or more efficient than delegating, especially if they think they can do it better or have more experience. This narrative often stems a lack of trust in the team’s capabilities, leading to concerns that others won’t meet their high standards.
At the Crux:
Perfectionism is often at the heart of this belief. While the drive for perfection can lead to significant achievements, it can also create a trap, ultimately reducing performance and stifling growth. Leaders must find a balance between striving for excellence and allowing room for personal, team, and organizational health.
Reframe:
Jumping in may save time now, but it will cost more in the long run—whether it’s in strained relationships, reduced efficiency, or hindered productivity. Investing time upfront to guide your team will pay off later. It’s about stepping back from the weeds to focus on the bigger picture.
“I don’t want to burden others.”
“I don’t have time to teach someone else.”
Leaders sometimes feel guilty about assigning tasks, especially if the tasks are challenging or time-consuming. They may believe their team is already overwhelmed—a narrative that has become more prevalent in recent times due to economic pressures, limited resources, and tight budgets. They also might think that the time required to train someone to take on a task outweighs the benefits of delegation, particularly in the short term. This belief can lead to underutilizing team members and stalling their development.
At the Crux:
This belief often stems from a desire to please or high levels of empathy. Leaders may avoid delegation to prevent conflict or rejection, but this ultimately denies their team the opportunity to grow.
Reframe:
Trusting your team with important tasks is an investment in their skills and the organization’s future. Your team wants to contribute, and by holding back, you’re not only depriving them of opportunities but also limiting the organization’s potential.
“I need to be involved in every detail to ensure success.”
“It’s my responsibility to handle everything.”
“I need to prove my worth by doing it all.”
“Delegating is a sign of weakness.”
Some leaders believe that handling everything themselves demonstrates their value to the organization or their team. This often leads to micromanagement, which is more about a fear of failure or loss of control than effective leadership. Founders, in particular, may struggle to let go, fearing that their absence will lead to failure.
At the Crux:
Fear is a significant driver here—fear of failure, fear of not measuring up, and fear of losing control. When a leader’s identity is tightly linked to achievement, the constant pursuit of success can lead to burnout, both for the leader and the team. This is particularly concerning in today’s organizations, where burnout is alarmingly common.
Reframe:
The more you let go, the more you and your team can grow. Delegating effectively allows leaders to rise higher within the organization and focus on strategic priorities, ultimately driving greater success.
Leaders often tell themselves stories that justify their reluctance to delegate. These narratives, whether driven by perfectionism, guilt, or fear, can limit both their growth and the development of their teams. By identifying the crux of these beliefs and reframing them, leaders can shift from a mindset of self-reliance to one of empowerment, enabling their teams to thrive and the organization to succeed. Effective delegation is not a sign of weakness—it’s a hallmark of strong leadership.
Melanie brings a dynamic journey that blends the experience of working across many organizations in various industries with the strategic wisdom of three decades in C-level roles 
in Organizational Development and HR. Her mission is to ignite her clients’ leadership prowess and help them unleash their full potential. Her career has been a thrilling ride through the uncharted territories of complex organizations and the nuanced landscapes of corporate leadership. She’s worn the hats of both the entrepreneur and the executive, giving her a profound understanding of the challenges and triumphs in these worlds. She understands the urgency, agility, and innovation needed to thrive in this ecosystem.
She has coached in organizations from startups to Fortune 50 such as Microsoft, ServiceNow, Johnson & Johnson, Varicent, Amdocs, Cyberark, Accenture, Brainly, Amdocs, Checkpoint, Centrical, Cedar, and Tealium.
