Why Letting Go is the Leadership Skill That Changes Everything.

The phrase I hear repeatedly from my clients is: “I don’t have enough time.”

When we unpack why, some common reasons emerge:

• I sit in meetings all day and then am expected to do my real work.

• I block out time for myself, but I always give it away.

• I spend my day on day-to-day operations, even though my role is supposed to be more strategic.

But when we dig deeper, we often find that the real reason isn’t time—it’s a lack of delegation.

And here’s the thing: I’m not here to judge. These are the exact words I hear from hundreds of clients across industries and roles:

• “I don’t trust others to do it as well as I can.”

• “It’ll take me longer to explain, so I may as well do it myself.”

• “If they mess it up, I will look like a lousy leader so I better do it.”

But here’s what I ask them to consider:

Imagine a world with delegation.

Delegation doesn’t mean dumping your work onto someone else. It means empowering others to grow, take ownership, and expand their capability.

When you keep all the big, juicy tasks to yourself, your team will eventually feel bored and underutilised. That’s when they start quietly looking elsewhere.

In his TED talk, Daniel Pink explains that people are motivated by autonomy, mastery, and purpose. They want the freedom to operate, the ability to develop depth in their work, and a sense that their efforts matter and they are part of something bigger than themselves.

By holding on to everything yourself, you risk unintentionally demotivating your team.

But this isn’t just about them. Let’s talk about what delegation could mean for you.

What if you reclaimed your time?

What if you empowered someone to attend just one meeting on your behalf each week? That’s not just one hour saved—it’s the time you spent prepping, stressing, and debriefing mentally before and after.

That’s time and energy you could reinvest in high-impact work. Into strategy. Into creativity. Into leading rather than managing.

Imagine letting go of the day-to-day admin so you can finally operate in your zone of genius. You’ll feel more fulfilled and energised because you’re doing the work that truly matters.

How to delegate with intention.

Let’s say you want to delegate a regular report.

Start by walking the person through exactly how you do it: What format is required? Is there a template? What does ‘great’ look like?

Then step back and allow them the autonomy to deliver it in their own way. You might be surprised—they could do it differently, and even more effectively.

Schedule regular check-ins in the early days—not the night before it’s due—so you have time to review and provide input. It will take more time now, but soon, they’ll be running with it, and you’ll have saved hours.

It’s not about perfection upfront. It’s about building capability over time.

Replace expectations with agreements.

One of the biggest breakdowns in delegation happens when we assume others just know what to do.

“They should know how I like it.” “I expect them to just get it done.”

This is where renowned coach Steve Chandler’s principle becomes so powerful: move from expectations to agreements.

Let’s make this practical.

Instead of saying, "I need that report by Friday."

Try: "I need the report by Friday in this format. Can we agree on a midday deadline so I can review it before the client meeting?"

This subtle shift invites dialogue and clarity. Maybe the person responds, "I have something due Friday morning—can I get it to you by Friday at 3 p.m. instead?"

Now you have an agreement, not an assumption. And when people help co-create the terms, they’re far more likely to follow through.

This approach transforms the accountability conversation, too. Instead of saying, "You missed the deadline," you can now say, "We agreed on midday Friday, and that’s passed. Help me understand what the barrier was for you? What support do you need from me?"

And then keep quiet and listen.

Delegation without clear agreements leads to frustration, micromanaging, and missed opportunities. Agreements create a shared standard and eliminate the passive “yes” without any intention of delivery.

Use this exercise to strengthen your delegation muscle.

Leadership coach Marshall Goldsmith suggests a simple but powerful practice:

Once a quarter, sit with each team member and review their key responsibilities. For each task, ask:

• Where do you need more support from me?

• Where might I be too involved?

• What would help you take more ownership?

You might discover you’re micromanaging work they feel confident in—and overlooking areas where they’re actually struggling.

Then, track progress together. Revisit the list monthly or as needed. When people feel seen and supported, it becomes much easier to let go.

Final thoughts.

What if delegation wasn’t a threat to your control, but the key to your freedom?

Imagine a week when your time and energy are spent on what truly matters, where you feel less drained, more fulfilled, and more in flow.

The habit here isn’t just about delegating more. It’s about letting go of control.

You don’t need to do it all at once. Start small. Have a conversation. Find out what the person is already doing. Ask where they need support. Then trust them to run with it.

Be accessible. Be supportive. Most importantly, when you say, “Come to me with questions,” mean it and make it safe for them to come up with questions and failures.

You’ve heard the phrase “trust the process”,—but the truth is, you can’t trust the process until you trust the person.

Here’s to the art of delegation.

Warm wishes,

Lori