The two concepts of delegation and micromanagement are related and make interesting topics to analyze and dissect. I think it is ironic that most leaders have difficulty doing enough delegating, but they seem to have no problem doing plenty of micromanaging.
Let’s take the concepts one at a time and then put them together to uncover some antidotes.
Why don’t leaders delegate more?
The simple answer is a combination of fear and laziness. The fear comes from the realization that if something important is delegated to an underling, it may not get done up to the standard that the leader would do himself. (Note: I will use male pronouns here to avoid the awkward “he or she” language throughout. Clearly the issues in this article are gender neutral.)
The laziness comes from the realization that to teach someone else how a task should be done is usually more time consuming…
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