The Art of Letting Go: Enhancing Team Performance with Effective Delegation

“Delegation vs. Effective Delegation – What does it mean to delegate effectively, and why do so many leaders struggle with it, making it a persistent issue in leadership development?.” Vikram (name changed for confidentiality), a senior leader at a large multinational corporation, was known for his stellar business performance. He consistently delivered results, regardless of targets or market conditions, and was considered a ‘star’ leader with high potential, on the fast track to top leadership roles. As Vikram’s responsibilities grew, so did the pressures of his role. Constant travel, managing teams, and ensuring customer satisfaction began to take their toll. Yet, his desire for recognition and the accolades he received gave him the impetus to keep pushing forward.Identified as potential CEO material, Vikram was assigned a coach to prepare him for future leadership opportunities, with a focus on team development. Vikram and I hit it off well, and I found him to be very forthcoming about his journey and challenges. However, he didn’t think that ‘team building’ was really an issue for him and felt that the organization’s agenda for coaching was somewhat misplaced. During the 360-degree feedback with the team, it became clear that while Vikram’s team admired his ability to deliver and saw him as an empathetic and kind manager, they also viewed him as very directive and top-down. As a team, they felt underutilized and lacked ownership. They were merely executing his vision and plans, which left even senior team members feeling demotivated. Conversations between him and his team were mostly tactical, focusing on targets and numbers. When I discussed these issues with Vikram, he was taken aback. He believed he had a strong rapport with his team, knowing them and their families personally. He spent a lot of time with them, had great camaraderie, and was very approachable. However, on deeper probing, he admitted that his approach to team development was rather self-centered and came from a place of “I know what is best,” a style he had inherited from his manager, who believed in the same philosophy. Vikram maintained tight control, believing it necessary to uphold his high standards and reputation. This meant assigning tasks based on his priorities, and closely supervising them with excessive follow-ups, and course-correcting the assignees—stifling his team’s confidence and creativity. Realization and Shift As our coaching sessions progressed, Vikram began to recognize how his need for control and the spotlight were seriously hindering his ability to let go. He realized this approach was unsustainable and detrimental to team development. He needed to shift his focus from individual achievements to team performance, aiming to empower his team and enhance collective success. Delegation vs. Effective Delegation This is not just Vikram’s dilemma. Every leader will readily acknowledge that he/she is only as effective as their team. It’s perhaps a leadership lesson 1–0-1. This also translates into leaders admitting, in principle, that delegation is a key part of team development. However, in coaching, it comes up as the most frequent coaching need for leaders, no matter their seniority level. The inability to delegate effectively shows up in various ways, impacting a leader’s capability to manage their team. This raises an important question: What does it mean to delegate effectively, and why do so many leaders struggle with it, making it a persistent issue in leadership development? The difficulties in practicing it can be broadly categorized into:

1. Skill Issues: The manager or leader’s lack of experience in managing mid- to large-sized teams.
2. Mindset Issues: Self-limiting beliefs, a desire for control, and a need for recognition are predominant issues that prevent leaders from letting go and empowering their teams.

While skill-related issues are often straightforward, mindset-related challenges—like the one Vikram experienced—can be more complex. But once the leader becomes aware and is open to change, the gains are immense. Vikram’s Journey from Self to Team Performance Determined to make a change, Vikram decided to engage more effectively with his team, empowering them to feel valued and develop a sense of ownership. Here’s what he did: Identified and Assessed: Vikram assessed tasks based on criticality, urgency, skill level, and confidentiality. He spent individual time with his direct reports to understand their strengths and developmental needs and the unique strengths that each member brought to the table. Played to the Team’s Strengths: He assigned the right tasks to the right members, provided clear instructions, and set specific and measurable goals. He provided the necessary tools, information, and support while encouraging the team to perform without fear of being let down. Empowered and Trusted: Gave his team enhanced autonomy for decision-making thereby encouraging ownership of work. He regularly checked progress but didn’t micromanage, which helped create a climate of trust. Acknowledged and Celebrated Successes: He gave credit where due and publicly recognized the team’s achievements. Visible Gains Over time, with some hits and misses, Vikram’s shift from focusing on self-performance to team performance led to: Enhanced Team Productivity: Effective delegation balanced his workload and boosted team productivity. This approach allowed team members to develop new skills and take on more responsibilities, contributing to their professional growth. Increased Team Morale: Empowering the team and recognizing their contributions significantly improved morale and engagement. Team members felt valued and motivated. Strengthened Collaboration: The collaborative environment fostered better teamwork and innovative solutions to challenges. Personal Growth: He could focus on strategic priorities and high-impact initiatives, leading to professional growth and greater organizational impact. His transformation from a personal performer to a facilitator of the team’s growth and success significantly improved overall team performance and morale, enhancing organizational outcomes. The organization recognized this shift, rewarding him with a promotion and role elevation ahead of schedule. Vikram beautifully summed up his coaching takeaway as his “understanding of the difference between delegation and effective delegation, and how it was not just about words but a mindset change that turned out to be the game-changer.” Author – Saroja Kannan, CFI Coach