Here's how you can conquer your fear of delegating with the help of executive coaches.

By reframing delegation as a means to focus on higher-level strategic initiatives and mentorship, you can shift from fear to embracing delegation as a catalyst for personal and team growth.

En mi experiencia, se verifica habitualmente que los miedos a delegar de los líderes se basan en pensar que nadie va a hacer la tarea como uno la realiza. Este pensamiento funciona como un obstáculo a la posibilidad de asignar al equipo tareas que realiza el manager. El líder deberá comprender que si no logra delegar, determina que su seniority decaiga, asumiendo tareas que corresponden al equipo y reduciendo la capacidad de ejercer la gestión estratégica prevista para su puesto. Superar los miedos en este caso significa ocupar el 100% de su rol actual en el organigrama.

To conquer your fear of delegating with the help of executive coaches, it's crucial to address the root cause. Executive coaching can assist in exploring the reasons behind the fear of delegation. A coach can partner with you to identify and understand these fears, explore underlying issues, and collaboratively set up an action plan to eradicate this fear. By working together in this way, you can gradually build confidence and develop effective delegation skills.

In my experience the cause for lack of delegation can be different for different people, understanding their specific root cause is critical for making progress. One of my clients did not want to burden his team. When he changed his perspective and reframed delegating as an opportunity for his team to grow, delegation became easy. For others it is more about control or believing that they can do the task best. By shifting the focus from what they will loose when delegating, to what they can gain, we can help them overcome their fear of delegating.

Viele Führungskräfte glauben, dass sie es sind, die alle Aufgaben ihres Handlungsfeldes am besten lösen können. Hier ist das Zitat von Heinz Ehrhardt "Glauben Sie nicht alles was Sie denken" oft ein inspirierender, von vielen humorvoll empfundener Einstieg in die Reflexion. Je größer der Glaube in diesem Punkt ist, desto höher auch die Ängste, dass Mitarbeiter:innen es nicht wie gewünscht hinbekommen. Natürlich ist es vor allem auch ein Irrglaube, dass der/die Vorgesetzte alles können muss. Vor allem in unserer heutigen Zeit, ein Ding der Unmöglichkeit! Mit diesen Haltungen blockieren sich die Betreffenden nicht nur sich selbst sondern vor allem ihr gesamtes Team. Weil dort vor allem die Wirkung und Botschaft "Du kannst es nicht" ankommt!

Die Ängste genau herauszufiltern, ist extrem wichtig, um an der richtigen Stelle anzusetzen. Zu gucken, was genau einen beängstigt und im besten Fall vielleicht sogar noch herauszufinden, wo so etwas schon einmal vorgekommen ist oder was diese Angst befeuert, kann helfen, diese zu verändern oder sogar zu überwinden.

Understanding the fears can be a first step towards transformation, paving the way for shifts in thinking and behaviour. A coach can then assist a leader in letting go of unhelpful perspectives on delegation and encourage them to see it as a strategic tool for efficiency and growth that fosters collaboration and trust.

Continuously mastering the art of delegation transforms leadership into excellence. It starts with introspection—identifying internal barriers, saboteurs and fears, such as the worry that tasks won’t meet your standards. Reflect on questions like, 'What am I really afraid will happen if I delegate?' This ongoing process turns fears into growth opportunities and enhances self-awareness and team trust. If delegation is challenging, confront your perfectionism. Recognize it as a bottleneck and a potential ally for self-improvement. Under the guidance of an executive coach, experimenting with creative delegation strategies can transform perfectionism into a tool that empowers you and your team, refining your leadership and communication skills.

The reason for not delegating could be multi various reasons. The few could be 1. Team is not competitive enough 2. Team not matching up with the expectations 3. Disappointed with their timing 4. Not matching the standards With these experiences, the leaders do not wish to cut a sorry figure in front of the management. These could be the possible reasons for being afraid. But if the right executive coach is there, these limitations will be addressed very well.

By ensuring clarity and coherence in goal setting, you empower your team to make meaningful contributions. Also establish a structured feedback framework for evaluating the progress and outcomes of delegated tasks.

Natürlich ist eine exakte Zieldefinition entscheidend. Vor allem ist es aber im gleichen Atemzug ausschlaggebend, sicherzustellen, dass der/die Mitarbeiter auch in der Lage dazu sind, die delegierte Aufgabe umzusetzen! D.h., delegieren bedeutet auch, zu befähigen! Hilfreich dabei ist es, die Aufgabe nicht nur zu delegieren sondern zuerst den Mitarbeitenden z.B. zu fragen, "Welche Ideen haben Sie für die Umsetzung?" "Wie wollen Sie vorgehen?" "Was schlagen Sie vor, wie ...?" oder ähnliches. Dadurch wird der Mitarbeiter von Anfang an in die Lösung einbezogen, ich vermittle Wertschätzung weil ich seine Meinung schätze und kann gleichzeitig feststellen, wobei ich ihn unterstützen muss. Das ist der entscheidende Aspekt in der Delegation.

Durch das Feedback eines Coaches lernt man seine Ziele SMART und verständliche zu formulieren. Man kann jedoch auch mit Freunden oder der Partnerin oder dem Partner üben, zumindest was die Verständlichkeit angeht. Dabei formuliert man die Ziele und lässt die von der betreffenden Person 5-10 Minuten später wiederholen. So lernt man, was angekommen ist und was nicht.

Let's be real: delegating is scary. It's like handing your baby to a stranger, hoping they don't drop it. But to be a successful leader, you must learn to let go. And that starts with clear communication. Don't just toss a task to your team & expect them to read your mind. Set specific, measurable goals & articulate them in a way a fifth grader could understand. Ask your team if they have questions, need clarification or additional resources. Make sure they understand the instructions completely. This isn't micromanaging, it's setting them up for success. When you communicate effectively, you're not just delegating, you're empowering your team to own their work and knock it out of the park. That's how you conquer your fear of delegating.

Effective communication & giving proper clarity is the key for effective delegation. If the leader is lacking in this phase, the coach will help the leader to communicate effectively & efficiently. By this, the team will also understand their boss's expectations & deliver accordingly. In this ownership from the team will also be better. The team can also take the help of the coach for better deliverables.

Work with your coach to develop proactive strategies for mitigating risks associated with delegation. By identifying potential challenges and implementing contingency plans, you can approach delegation with greater confidence.

This is the part so many leaders avoid because it takes time. However, if you see it as an investment, then you are likely to realize you're slowing down now to speed up later. This is where you become more of a supportive leader on the sidelines, coaching and empowering your people. Most of my clients have avoided this process, yet when they did it, they enjoyed this expansion of their leadership and the benefits of their investments.

Vor allem ist es hier wichtig zu erkennen, dass Delegation nicht ein bloßes Verteilen von Aufgaben ist. Delegation ist ein Prozess, den ich begleiten muss als Führungskraft. Durch den regelmäßigen Austausch über die Fortschritte, ggf. die Begleitung bei der Umsetzung o.ä. wird der Kontakt mit den Mitarbeiter:innen vertieft, wodurch Vertrauen systematisch aufgebaut wird. Hier ist es entscheidend, vor allem die Rolle des Moderators oder eher des Mentors einzunehmen und nicht jene des Chefs.

Je nachdem die Angst begründet ist und in Abhängigkeit von der Person, können kleine Schritte oder auch schon gleich größere geprobt werden. Ich empfehle in so einem Fall auch immer ein großes Maß an Selbstoffenbarung. Es fördert das Vertrauen und die Beziehung zueinander.

Trust is the foundation for an effective delegation. If there is no trust, then nothing can be worked out. The coach will help in bringing the strategies for igniting trust in the team. It will start with baby steps. Gradually the team will start trusting the leader. By this communication will also become better & competencies will also enhance from the team's side due to the trust factor given by the boss. If the team is involved in the work, their skill levels enhance.

Delegation can be a development opportunity for your direct reports. Not only can it take a load off your plate, it can cultivate new skills and leaders in your organization. Once you realize this is a win-win situation, you're more likely to see opportunities to delegate. Keep in mind: delegation is not about giving work you don't want to do to other people. Perhaps there are shared team tasks that everyone takes a turn completing from time to time. However, the main objective should be delegating work to the right business unit or using it as an opportunity to develop competencies in others.

Empowerment doesn't come just through words. It comes with providing the right resources to the team. The resources could be Tools Information Data Reviews Support Training Workshops Emotional support etc.., Without these support systems, it becomes challenging for the team to take the work forward. Effective delegation comes with providing support & resources.

Vor allem gehören die zeitlichen Ressourcen auch dazu. Viele machen den Fehler, dass sie vor allem an jene delegieren, die zeitlich ohnehin schon ausgelastet sind, weil sie die besten im Team sind. Umso mehr ein Argument dafür, auch die anderen zu befähigen, damit Aufgaben auf mehreren Schultern verteilt werden können.

An executive coach can help you cultivate a culture of open communication and regular feedback. Starting with smaller tasks is a practical approach, as it allows leaders to gauge the abilities of their team in manageable increments. This builds the leader’s confidence in their team and empowers team members by showing trust in their capabilities. Additionally, involving team members in the delegation process can further strengthen this trust. Asking for their input on how they would approach tasks or solve problems fosters a sense of ownership and demonstrates respect for their expertise and judgment. This mutual respect gradually dismantles the barriers, paving the way for a more dynamic and collaborative work environment.

Das ist natürlich der entscheidende Punkt. Am Zieldatum zu überprüfen ob die Aufgabe mit der erwarteten Qualität erfüllt ist oder nicht, hat mit wirklicher Delegation nichts zu tun! Ein regelmäßiger Austausch darüber, eine regelmäßige Rückkoppelung sollte im Erstgespräch gemeinsam mit dem Mitarbeiter vereinbart werden. Die Häufigkeit und der Rhythmus muss individuell gestaltet werden, je nach dem, wie viel Unterstützung der Mitarbeiter benötigt, wie selbständig er/sie arbeitet, und noch viele weitere Aspekte!

The feedback is extensively important but that should not be for insulting them or humiliating them. The leader has to use the right choice of words & communication should be with purpose. The coach will support the leader in making the Feed-forward sessions more effective & impactful. The Feed-forward should be two ways. Openness and acceptance are the key here. The preparation is important from both sides. If this happens well, certainly Delegation will work

If you need to control everything you won’t be fond of delegating. You need to control everything when you wear a perfectionist mask. You wear a perfectionist mask to stay safe. You can’t allow anybody to be better than you. You can’t cope if mistakes are laid at your door. So you control it all. And that way you can KNOW it’s all fine. Only it isn’t, because you’re exhausted and your team feel disempowered. First step is to find a coach who can help you see beneath the mask. One that can help you access the root memories that distorted your view of yourself and the world. The real you is actually more brilliant than the masked one. When you discover that, you’ll be happy to delegate as you’ll have bigger fish to fry.

Learning to delegate is one of the most challenging transitions leaders make as they move from middle to senior management. They have to learn to let go of the very skills and tasks they're great at—the ones that got them promoted in the first place. Executive coaches help leaders understand the root causes behind their fear and then develop strategies to overcome it. Coaches can also support the leader in developing practical tools and techniques to streamline delegation processes, ensuring clarity and accountability. Embracing delegation isn't just about distributing tasks—it's about nurturing a culture of collaboration and empowerment. This is a transformative journey for both the leader and their team.

Executive coaching is a great option if you find it tough to delegate You'll dig deep to uncover why you struggle, clarify your goals, and find ways to empower your team. This way, as you delegate more effectively and focus on what matters for your role, you'll create a happier and more fulfilling work atmosphere for your team.

To have a better Delegation, the leader should avoid two different extremes The first one is, sitting on people's heads & asking for the status & irritating them The second one is, not at all bothered to communicate or equip them. If it works well, the leader will take the credit. If not, the leader will place the blame on others. According to me, coaching should be given to both leaders & also team members.