When Delegating Too Much Becomes a Problem

Remember it when delegating. You have to do both.

Managers who under-delegate may model good-quality work, but they don’t necessarily help teams do good-quality work.

Part of accepting the need for delegation is acknowledging that what comes naturally to you may have to be learned by others who will make mistakes.

when you start jumping in to fix things, things go off the rails in three ways: you work on the wrong problem; you do the work your team should be doing; and the work doesn’t get done.

When you micromanage, you suffocate innovation, erode trust, and make it impossible for your team to grow. In other words, a controlling boss is a bad boss.

Whenever appropriate, delegate decisions downwards; give people a chance to build their decision-making “muscle.” Be crystal clear about what decisions you have delegated, and hold people accountable for those decisions.