As I tuned in to a podcast last week, an intriguing notion emerged – the idea that delegation, often hailed as a core leadership skill, might not be the golden ticket for rapid growth companies.
This perspective seems to stem from the recognition that our capacity to delegate can be confined by our own beliefs about how things should be executed. If these beliefs are restrictive, even delegation can inadvertently hinder the expansive growth of our enterprises.
Pondering the insights shared in yesterday’s dose, it becomes apparent that merely passing on tasks in the same manner I perform them will inevitably lead to more of the status quo within the company.
However, if I were to entrust leadership to individuals whose expertise complements my own, the outcome could potentially be a superior organization. Of course, this is contingent on my aptitude for selecting the right individuals—a skill I’m yet to master, much like many other aspects of business.
Moreover, if I allocate my time to innovation and creation, the outcome could be a company that not only achieves greater feats but also amplifies its impact on the world, unburdened by limitations on growth and influence.
Yet, the idea of relinquishing tasks and responsibilities often triggers discomfort among individuals. It disrupts the internal narrative of “I’m at the helm, therefore I should have all the solutions,” a trait commonly observed in entrepreneurs.
Consequently, many “business” proprietors unknowingly resign themselves to owning nothing more than a “job.”
This propensity for maintaining the status quo leads to gradual, deliberate growth—growth that, in all honesty, comes with its fair share of challenges.