The Sacred Balance Of Leading, Delegating And Busting Our Asses

There isn’t a formula, but we certainly have a chance to wonder, doubt and question why we act as we do

several people scuttle inside a gargantuan piece of machinery and its many cogs, digital art — by DALL·E

Some love to give orders, and some can’t wait to follow them. Some would rather others decide for them, and some cannot bear it when someone does.

When in charge of anything, part of the challenge is to decide, prioritise and distribute. Delegating is never a straightforward process: people aren’t automatons we can programme to work for us as we dictate. It is easy to see the curse, but the blessing tends to shy away: people aren’t automatons, which means they can make decisions for us. Our decisions become easier when we choose the right people and give them enough berth to thrive on their terms, . The sacred balance is critical: too much free rein and nothing will get done, or at least not in the desired order or by the set deadline; conversely, a lack of freedom will see a team choked to sterility.

There are also challenges on the other side. If we are under another person’s direction, we still have plenty of calls to make. It might be tempting to do the minimum, meet the spect and avoid eye contact for fear it might mean more work. When we realise we have more agency than we thought, we can suggest, change or…