I Ran A Delegation Workshop. 40% Said "It's Faster To Do It Myself" - Here's why that keeps you stuck, and the frameworks that fix it

Mar 20
9 min read

Updated: Apr 8

I have a leadership community alongside the one-to-one clients I work with, and every month I run a workshop based on what they tell me they are looking for support with.

This allows us to all come together for an hour to tackle different topics, and I share different tools and resources that they can take away and implement to help them be more efficient and more effective.

This month, we were covering delegation. One of the first things I did was run a poll asking people where they felt stuck with delegation.

The top answer? "It's faster to do it myself."

Not "I don't know how to delegate." Not "I've never been taught delegation skills."

It's faster to do it myself.

This came up with 40% of the room. Followed by "I delegate but end up micromanaging" and "My team lacks confidence."

What became really clear through the workshop is that most leaders aren't actually delegating. They're allocating tasks. That's why delegation feels hard, why it doesn't stick, and why everything still comes through you even when you think you've delegated.

The difference between allocation and delegation matters. Allocation keeps you stuck working evenings and weekends. Delegation is what makes The Big Week Off possible.

red text - three reasons your team still comes to you for everything even though you think youve delgated - a wooden person is standing back to the viewer and looking at groups of drawn stick type people

What Delegation Actually Is (And What It Isn't)

We spent time at the start of the workshop making sure everyone understood what we were actually talking about. There are lots of different understandings of delegation, and I wanted us all on the same page.

Delegation is the process of entrusting responsibility and authority. You remain accountable, and sometimes responsible for the outcome, but you're giving someone else the authority to make decisions and own the delivery.

It is most certainly not dumping tasks and offloading what you don't enjoy. I hear this a lot in client calls - people feeling guilty about delegating because they feel like they're dumping tasks onto their team, or their team doesn't have capacity and they don't want to add extra work.

It's not removing yourself from the responsibility. It's not set-it-and-forget-it. It requires clear expectations and trust, which I know is what a lot of people struggle with. You want the right match between the task and the team member you're delegating to.

For those in leadership roles, delegation is a strategic tool to increase the capacity and development of your team. It's part of your succession planning. When you're having your one-to-ones, when you're looking at who you've got in your team, where you want to increase their capability and capacity, perhaps create omni-competent roles or increase potential - this is all part of your succession planning.

Delegation is not a handoff. This isn't the handoff and 'slopey shoulders' as we used to call it - just getting tasks off your list and onto someone else's. It's a way of working with individuals on your team to increase their capacity and capability.

Why "Faster to Do It Myself" Keeps You Stuck

When that poll result came through showing "faster to do it myself" as the top challenge, I wasn't surprised. I see this all the time with people who are very good at what they do.

You know you can get it done. You understand it. From a trust point of view, you know you're going to do a good job and get a good outcome, so actually letting go of that is tough.

And you're right - it IS faster to do it yourself. Today.

When you don't delegate those lower-level tasks that could go to individuals within your team, you end up getting pulled down and working at potentially that lower level. Which then means there's a risk of you dropping the ball on the things you're actually accountable for. You risk getting stuck in tactical work without that strategic time.

You're hired, contracted, responsible and accountable for working at a certain level. If you're doing the work yourself because it's faster, you're not working at that level. You're working below it. And the strategic work - the work that creates momentum, drives things forward, looks ahead to make things easier for your team - that work doesn't get done.

So yes, it's faster today. You've now committed to doing that task every single time it comes up. Your team hasn't developed the capability to handle it. You stay the bottleneck. Everything still comes through you.

And when you want to take a week off? You can't. Because your team can't function without you.

Allocation vs Delegation: The Distinction That Changes Everything

This was one of the lightbulb moments from the workshop. Several people said their takeaway was understanding the difference between allocation and delegation.

ALLOCATION:

What it is: Task distribution
Purpose: Manage workload effectively
Focus: Task completion
Outcome: Work gets delivered
Development: Limited - that isn't the intention behind allocation
Leader's mindset: "Who is best placed to do this?"

DELEGATION:

What it is: Capability development
Purpose: Build the team's capability and capacity
Focus: Learning, ownership, and growth
Outcome: Work gets done AND capability increases
Development: Skills, confidence, self-efficacy
Leader's mindset: "Who will benefit from doing this?"

The difference between the two is the purpose and the intention. We talk about intentional leadership - we are making that decision up front. Do we need to allocate or do we want to delegate? Do we want to get the job done? Do we want that task distributed, or do we want to use this as an opportunity to develop somebody's capability?

With allocation, you're still the decision-maker. They're still coming to you. You're still checking the details. You're still responsible AND accountable. The task got done, but nothing changed in terms of their capability or your capacity.

With delegation, you're developing their capability. Building their confidence. Creating succession planning. Next time this comes up, they can handle it independently. You've developed a skill, not just completed a task.

One of the participants said it perfectly in their lightbulb: "Your job isn't to be the best doer, it's to develop the best doers."

That's the identity shift that makes delegation work.

The Identity Shifts That Have to Happen

I talked in the workshop about how there will be identity shifts for both you and for the individual you're delegating to.

For you, it might be letting go of the control, or letting go of the perfectionism and the detail, or "I like it to be done a certain way."

For them, it might be seeing themselves as somebody who is able to do tasks like this, who is able to step up, who is able to deputise. They need to see that they are capable, that you have that belief in them, but also they have that belief in it for themselves as well.

One of the best things I ever learned in my leadership years is that when we hold onto tasks, we're really depriving somebody else of that opportunity to develop and grow. Which kind of falls out of line with how most people talk about wanting to be as a leader.

You want a team that is confident and grows. There's nothing more exciting than when your team can see that growth for themselves and for you too.

If you're holding onto tasks because it's faster to do it yourself, or because you don't trust they'll do it right, or because you like it done a certain way - you're preventing that growth from happening.

Your identity has to shift from

"I'm valuable because I'm the best doer" to "I'm valuable because I develop the best doers."

Their identity has to shift from "I need my manager to tell me what to do" to

"I'm capable of making decisions and owning this work."

Those shifts don't happen by accident. They happen through intentional delegation.

What Makes Delegation Actually Work

We covered several frameworks in the workshop that help you delegate effectively. I'm not going to go through every single one in detail here, but I want to share the ones that got the most traction with participants.

The Skill vs Will Matrix

Before you delegate, you need to assess whether they have the skill to do the work, and whether they have the will - the motivation - to do it.

If they've got high skill and high will, you can delegate fully. Give them ownership. They're ready.

If they've got high skill but low will, you need to understand what's blocking their motivation before you delegate. What do they need to see or hear to help increase that will? Otherwise, you're setting them up to fail. You're going to end up with procrastination, the potential or high risk of missing deadlines because they are not willing.

If they've got low skill but high will, this is your development opportunity. Delegate with support. They want to do it, they just need to build the capability. In terms of your support, that's going to look different because you'll need to be more hands-on. You'll need to give more detail. They want to do it - they just need to build that capability and that skill set.

If they've got low skill and low will, it's probably best left until you have those opportunities to be able to have those conversations, understand what the skill set is, understand what their strengths are, and understand what's going on for them in terms of their will and their motivation.

The 5 Rights of Delegation

The second framework that resonated was what I call The 5 Rights of Delegation.

You need the right task, the right person, the right time, the right instructions, and the right follow-up

One participant's next step was to "consciously actively delegate with a team member." Not just delegating as and when, but thinking more in advance, thinking more consciously, being more intentional about who they delegate to.

Another said they'd "ask teams and individuals to identify a task that someone else does that can be delegated to increase capacity development."

That second one is strategic delegation. It's not just the last-minute offloading of your work when those deadlines are fast approaching. You're running out of time, and you've got a long list of things to do and then delegate them out.

This is forward thinking. This is advanced thinking. This is very intentional, very purposeful. Looking at where your skills gaps are within your team and then looking for those opportunities where you can delegate tasks that will increase their ability and their capability.

You're not just offloading your work. You're building capability across the entire team.

The Delegation Conversation

The third piece is the conversation you have when you delegate. You can't just do this via email. This is a structured conversation where you are very clear on the outcome that you need, what authority they have to make decisions, what support they need from you, what your check-in rhythm will be, and what the escalation criteria is if they need help.

This isn't micromanaging. This is why it needs to be a two-way conversation around the level of support they need and what good looks like. This is you creating the structure that lets them work independently while you maintain accountability so that they still feel supported but not micromanaged.

What Actually Changes When You Delegate Properly

When you shift from allocation to delegation, you create a self-sufficient and confident team. That was the aim I shared at the start of the workshop, and it's what happens when you get delegation right.

You get strategic time back. You're not stuck in the tactical work pulling you down to a lower level. You're working at the level you're accountable for. You have time to think ahead, create momentum, and make things easier for your team to perform.

Your team becomes genuinely capable. They stop coming to you for every decision because you've developed their capability to decide. When you're away, work continues. When you take time off, nothing falls apart.

Your worth shifts from being the best doer to developing the best doers. Your mindset, your beliefs start to shift from you being the person that gets everything done to you being the leader who creates a team that gets it done. Your impact multiplies because you've built capability in your whole team instead of doing all the work yourself. It impacts confidence. It impacts empowerment. It impacts self-efficacy. All so incredibly important for a confident and resilient team.

And The Big Week Off becomes possible. Your team is capable. Your systems are strong. You've delegated leadership, not just tasks. Everything runs smoothly because you've developed leaders, not dependents.

One workshop participant said: "Trust others with tasks, but still be there to guide."

That's it exactly. You're not abandoning them. You're developing them. You're there to guide and support. You're not doing it for them.

What's Your Lightbulb Moment?

I would love to know what your lightbulb moment is. What's resonated with you in this?

Maybe something that you didn't know before you started reading. And what will you do as a result? I want you to take this learning and turn it into action.

Choose one action to implement this week. Keep it small, simple and specific.

I help overwhelmed leaders transform from reactive to intentional leadership in 8 weeks, so you finish work on time, take The Big Week Off with zero work and zero guilt, and create success that feels as good as it looks.

The Elevate Your Efficiency Blueprint addresses the root cause - the habits, behaviours and identity keeping you stuck - not just the symptoms.