We’ve all been there. As new managers moving up the career ladder, it ’s normal to f eel uncomfortable delegating at first. The problem is when experienced managers still don’t delegate. Not only will this stop you growing, it will also stop your team growing. Nobody wants to work for a boss who treats them like a child or who hovers over them, expecting them to mess up. The more you delegate, the better you’ll become at doing it, and the more comfortable you’ll feel doing it, because your people will grow more confident and more capable, and your fear of mistakes will fade. According to Marcus Buckingham, motivational speaker and business consultant, in his bestselling book First, break all the rules, there’s an added bonus to delegating: since each person has unique strengths, you may well find that your people love doing the things you hate (and are much better at doing them than you are; it’s a win-win for everyone). This will free you up to do the things you’re great at, that you cannot delegate.
The problem with perfectionists is that people don’t want to work with them or for them. Perfectionists make terrible bosses and lousy team players. Looking back to my first few years in a job, I now understand why I initially battled to move up the career ladder. I was an