As a corporate leader, do you struggle with delegation? Are you finding it hard to trust your team’s ability to self-manage and deliver up to your expectations? Delegating is a weakness area for most leaders. Delegation can be more demanding compared to doing, especially when you are responsible for the success of a project. It is very tempting to just take successive coffees and energy drinks without talking to the next person, However, learning to delegate is crucial for both your own growth as a leader and the success of your team. There are three main areas to be understood where delegation is concerned, namely, understanding the benefits of delegation; identifying tasks to delegate; and building trust with your team.

Understanding the benefits of delegation

The first step would be to start respecting the need to delegate. Constantly remind yourself that increased autonomy is good for your team’s morale in the same way that it helps you to prevent burning out. The best leaders give their teams opportunities to develop and harness their own visions while reserving their energy for complex tasks. By delegating tasks and trusting your team, you’re effectively empowering them to take ownership of their work and grow as professionals. Ultimately, this will lead to improved team morale, better performance, and higher productivity.

Identifying tasks for delegation

You must be strategic and gradual with the transition of responsibilities. Start by giving low-risk decisions to capable people, that will boost your confidence as a delegator and empower your employees as decision-makers. Start by distributing responsibilities in small doses, and watch your team grow. As you become a more seasoned leader, your focus will naturally shift towards the big-picture stuff – like strategy, innovation, and growth. It’s like playing a video game – you start small and work your way up to higher stakes levels.

Building trust with your team

Being a leader is not about micromanaging your team. It’s about trusting them to make decisions on their own and encouraging innovation, productivity, and motivation. If you struggle with trust you need to deeply reflect on the causes. Did a past failure leave you scarred for life? Or are you simply a control freak? Whatever the case may be, it’s time to evaluate your feelings and learn from them. What is the worst that could happen if you delegate? Are your insecurities a product of factors that you can resolve on your own? Honest questions always open the stiff door to corporate transformation.