Question 1

1. Where do I even start with delegation? It feels overwhelming.

Accepted Answer

Start small. Pick one low-risk, recurring task that you do every week. Write down the process in a simple checklist, hand it off to a team member, and make yourself available for questions. The goal is to build your "delegation muscle" with small wins, which will give you the confidence to hand off bigger responsibilities over time.

Question 2

2. What if I delegate a task and my team member fails?

Accepted Answer

Failure is part of the process and a powerful opportunity for growth. Frame it as a learning moment, not a catastrophe. Ask, "What part of the process was unclear?" or "What support did you need that you didn't have?" Coach them through the mistake so they can succeed the next time. A leader's job isn't to prevent all failures; it's to create an environment where it's safe to learn from them.

Question 3

3. I don’t have time to train someone. Isn’t it just faster to do it myself?

Accepted Answer

In the short term, yes. In the long term, absolutely not. This is the classic "Fixer's Trap." The hour you spend training someone today buys you dozens of hours of strategic time in the future. It's a choice between what feels urgent (doing the task now) and what is truly important (building a more capable and scalable team).

Question 4

4. How do I get my Visionary/CEO on board with me delegating more?

Accepted Answer

Never frame delegation as you "offloading work." Frame it as a strategic move to increase your capacity for high-value projects. Say, "To free up my time to focus on the high-level strategic initiatives you need me for (like X and Y), I am training our team to handle more of the day-to-day. This will increase our entire organization's capacity and speed." This shows your CEO that delegation is about creating leverage, not avoiding work.

Question 5

5. What stops leaders from delegating effectively?

Accepted Answer

On the surface, leaders fail to delegate because they feel it’s faster to do it themselves, they fear a drop in quality, or they feel guilty about adding to their team's workload.

But the real reason is almost always deeper. It's a mindset issue tied to the "Hero Complex." It's the belief that your value is directly tied to your personal output and your ability to be the one who "saves the day." Letting go of a task can feel like you're letting go of your importance. For leaders with ADHD traits, this can be amplified by a fear of rejection or failure (RSD), making it feel safer to control every outcome.

Overcoming this requires a fundamental identity shift from being the primary "doer" to becoming the "designer" of a great team. This is often the most challenging and most valuable work a leader can do. If you're struggling to make this leap, it’s a core focus of my 1-on-1 private coaching, where we build a personalized plan to help you delegate with confidence and lead with scale.

Strategic Delegation

The Fixer’s Trap: Are You the Business Bottleneck?

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Company

Find Your Stability.
Lead with Confidence.