The leadership trap that’s holding your team back
You know the moment.
You glance at the task on your to-do list and think, "It'll be faster if I just do it myself."
You don't need to explain it to anyone. You won't have to answer questions. No extra meetings, no training. Just get it done, and move on.
And while you're not wrong—it will get done faster if you do it—that choice comes with a hidden cost.
Every time you choose to do it yourself, you make an invisible trade:
- You trade growth for control.
- You trade team development for short-term efficiency.
- You trade your highest contribution for tasks someone else could have owned and grown through.
It doesn't feel like a big deal. But over time, it bottlenecks your team and burns you out. That's the quiet cost of poor delegation.
Why delegation feels so hard
Let's name what's really going on.
Most leaders aren't avoiding delegation because they're too busy. They're avoiding it because of these three leadership traps:
#1 The pride trap:
"No one can do it like I can."
You've built systems. You've refined processes. You've learned through experience. And while that's true—no one may do it exactly like you—that doesn't mean they can't learn or eventually improve it.
#2 The guilt trap:
"I don't want to burden my team."
You care about your people. You know they're carrying a lot. But often, the very thing you're holding back might be the growth opportunity they're craving.
#3 The control trap:
"It's just easier if I do it."
This one feels so logical. But behind the logic is fear—fear that something might not get done right, or that you'll lose your rhythm if you slow down to coach someone else. The truth is, if you never slow down, you'll never speed up. Coaching someone now means multiplying impact later.
Delegation isn't about doing less. It's about leading better.
When you delegate well, you're not just clearing your plate. You're creating capacity—in yourself and in others.
You're multiplying your thinking.
You're extending your leadership.
You're building a culture of growth.
When you shift your mindset from "get this off my plate" to "who can grow by owning this?"—that's where the magic happens.
The tool that helps you know what to delegate
If you're unsure what to delegate—or how to even start—this simple exercise will give you the clarity and confidence to take action.
Draw three columns and label them:
Column 1: Only I can do
These are the responsibilities that are central to your role and your wiring. They require your leadership, your voice, or your decision-making.
Think: setting vision, making directional calls, building relationships no one else can.
This should be a short list—just 3 to 5 items max.
Column 2: I coulddelegate
Tasks you currently do that could eventually be handed off. These are future delegation opportunities—perfect for when you're developing someone or know a new hire is coming.
Keep your eyes open here. You'll start to notice where your team is ready to stretch.
Column 3: I must delegate
These are the low-level tasks that drain your time and distract you from your highest contribution. Things you've outgrown. Things someone else is actually better suited to do. You might even feel a little embarrassed you're still doing them. That's your cue—they've got to go.
Want to build a culture of growth? Start with delegation.
If you want to develop leaders at every level of your organization, delegation must become a normal rhythm, not a last resort.
And here's the best part: when your whole team uses this framework, it opens up meaningful conversations about development, clarity, and capacity.
You'll begin to see:
- Who's ready for more
- What's cluttering your calendar
- Where you're underutilizing your team
 | Jenni Catron is a writer, speaker, and leadership coach who consults churches and non-profits to help them lead from their extraordinary best. As Founder and CEO of The 4Sight Group, she consults with individuals and teams on leadership and organizational health. Learn More » |
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