An enterprise of any consequence is almost always markedly limited if there is unwillingness on the part of leaders to delegate. The reluctance to delegate is often based on a lack of trust, the need to exploit, self-idealization, and an unhealthy need to show mastery. The healthy growth of an enterprise is usually directly proportional to good and appropriate delegation.
The disposition to delegate represents an extremely important aspect of cooperation. When asked, “How did you do it so well and so fast?” the answer is usually, “I didn’t. We did.”
Managers who can delegate often do so to individuals whom they know can do the job even if they may not do it to the standards of the managers themselves. They delegate to people less skilled than themselves because they have enough humility to know they cannot do it all themselves.
Effective leaders also understand the importance of setting priorities, and the fact that time is limited. They choose to take on the tasks they believe are important for them to do. They simply do not permit themselves to be overwhelmed by the need to do everything.
