Why delegating tasks is so hard—and how to get better at it

At least half of the people I coach identify delegation as an area that they’d like to improve. Delegating can be a real challenge because—let’s face it—it’s tough to let go of control. 

Many of us believe that if we want something done right, we have to do it ourselves. Plus, it takes effort to explain the task, trust someone else to do it, and then follow up. Sometimes, it feels like it’s just easier to do it ourselves rather than invest the time in teaching someone else. 

But in the long run, this mindset can lead to burnout and missed opportunities for growing and developing our team members. So, while delegating may feel like a hurdle, it’s a crucial skill for both personal and professional success.

Why is delegating so hard?

Perfectionism: One of the primary reasons people struggle with delegation is the desire for perfection. At work, managers and team leaders might feel that their way is the “best” way, and fear that delegating will lead to mistakes or a decline in quality. This mindset is often rooted in a deep-seated belief that no one else can do the job as well as we can.

Lack of trust: Trust is a significant factor in delegation. In the workplace, if a manager does not trust their team’s capabilities, they are unlikely to delegate effectively. This lack of trust might stem from past experiences where delegated tasks were not completed to satisfaction or within the desired timeframe. It can also arise from a general lack of familiarity with team members’ skills and work ethic.

Lack of training and communication: Lack of trust is often tied to a need to improve communication and training. In the workplace, if tasks are not delegated with clear instructions and expectations, the likelihood of mistakes increases. Managers might not take the time to train employees adequately, leading to frustration and subpar results. This, in turn, reinforces the belief that it’s easier to do everything oneself.

Overestimation of time savings: Many people overestimate the amount of time that delegating tasks will take. It’s true that effective delegation requires an initial investment of time to train, explain, and monitor—and many managers feel that by the time they’ve explained a task to an employee, they could have completed it themselves. However, this short-term thinking overlooks the long-term benefits of delegation, such as freeing up time for strategic activities and developing employees’ skills.

Personal identity and self-worth: This is a big one. For many of us, our sense of identity and self-worth is closely tied to our roles and responsibilities. Managers sometimes feel that their value is measured by how much they do, leading to reluctance in delegating tasks. They might worry that delegating too much will make them appear less valuable to the organization.

Overcoming the challenges of delegation

While delegation is challenging, it is not insurmountable. Here are some strategies to help overcome these barriers:

Reframe delegation: Reframing delegation as a crucial development tool is essential, because it shifts the focus from simply offloading tasks to empowering and developing your team. When you delegate effectively, you’re not just getting things off your plate; you’re providing opportunities for team members to learn new skills, take on responsibilities, and build confidence. 

This investment in their development leads to more capable, motivated, and engaged employees. It also fosters a collaborative environment where everyone can contribute to their full potential, ultimately driving the success of the entire team and organization. In short, you’re doing everyone a favor when you delegate effectively.

Build trust: Start by delegating smaller, less-critical tasks, and gradually move to more significant responsibilities as trust builds. By beginning with less-critical assignments, you can test the waters and assess your team members’ capabilities without risking major setbacks. 

This approach allows you to provide constructive feedback and guidance, helping them grow more confident and competent over time. As they prove themselves with smaller tasks, you can gradually entrust them with more complex responsibilities. Make sure to acknowledge and appreciate their efforts along the way.

Improve communication: Effective communication is key when delegating tasks to ensure clarity and accountability. Start by clearly defining the task, including the desired outcome, deadlines, and any specific guidelines or resources needed. Be explicit about the level of authority and decision-making power the person has. Encourage questions to ensure understanding and provide all necessary information up front. 

Regularly check in to offer support, provide feedback, and address any issues that arise, without micromanaging. Maintaining an open line of communication fosters trust and allows for adjustments if needed, ensuring the task is completed successfully and to the expected standard.

Adjust mindsets: Recognize that perfection is not always necessary and that different approaches can still yield successful outcomes. Embracing the idea that tasks can be completed well, even if they aren’t perfect, empowers your team to take ownership and innovate. This shift in mindset not only alleviates your own workload and stress but also promotes a more dynamic and resilient team, ultimately enhancing overall productivity and success.