How to Get Better at Delegating - Especially If You're New to Management
As a manager, you know you’ve got to delegate some of the jobs on your list - but I bet that for some of them, you’ve occasionally found yourself thinking, "It’ll just be quicker if I do it myself." Or perhaps you feel quite at peace about handing a task on, but you’ve held back because you didn’t want to burden a team which already has plenty to do.
If that’s the case, I’m not surprised and it’s quite natural. Delegation is one of the most common struggles for new leaders; you've probably been promoted because you’re good at what you do, and letting go of that can feel risky for a number of reasons.
But really, delegation is not something to fear. It’s actually one of the most powerful leadership tools you have. When you learn to use it well, you’ll build trust, develop your team, and guard against burnout (both yours and theirs).
Let’s explore what might be holding you back, and how to get more familiar and comfortable with this essential leadership skill.
What Holds New Managers Back from Delegating?
1. “It’s faster if I just do it myself”
Yes, it might be faster - this time. But if you're always the one doing the task, your team doesn’t learn. Delegation is a short-term investment for a long-term return. Teach it once, coach it for a little while, and it’ll eventually run without you.
What to try instead: Instead of thinking about the task now, think about future you. What would it mean if someone else could do this task reliably in three weeks? Or three months? What new things could you be achieving with the time you currently give to it?
2. “I don’t want to burden my team”
This comes from a good place, of course, because you care about your people. But sometimes this belief is based on assumptions. Are they actually too busy, or could some things be prioritised to make this happen?
What to try instead: Be transparent. Say, “I’d like to hand this over to you. Let’s talk about your workload and see what’s realistic.” Delegation becomes empowerment when you approach it collaboratively.
3. “They won’t do it the way I would”
No, they probably won’t. But that doesn’t mean it won’t be good, or even better. It just might be different.
What to try instead: Focus on the outcome, not the method. Be clear about what a successful result looks like, then give people space and time to get there in their own way.
4. “I’m not confident in their ability”
It’s hard to delegate when you’re worried someone might drop the ball. But no one gets better at something by being shielded from it. Your role is to offer support, and not expect perfection.
What to try instead: Start small. Delegate part of a task or a low-risk activity. Then give constructive feedback, celebrate their progress, and build up from there.
5. “It’s just easier to stay in control”
If you’re used to being the doer, stepping into leadership means changing your identity. You’re no longer measured by what you do, but by how you help others thrive.
What to try instead: Notice where your need for control might be limiting your team. Reflect on whether your grip is about quality, identity, or fear - and explore what it would feel like to share more ownership.
How to Start Delegating Better
Delegation is like a muscle: it gets stronger the more you use it. Here are a few practical steps to build your skills:
Start with the right tasks
Not everything can or should be delegated. Ask yourself:
- Is this task routine, repeatable, or time-consuming?
- Is there a learning opportunity here for someone else?
- Does this need me to do it, or just someone capable?
Start by delegating lower-stakes work while you build up that trust and confidence.
Be clear on expectations
Vague delegation is a recipe for frustration. Be crystal clear on:
- What needs to be done
- When it’s due
- What good looks like
- How (and how often) you want updates
Don’t micromanage, but don’t disappear either.
Have regular check-ins
Delegation isn’t “set it and forget it.” Check in regularly, not to hover, but to support. Ask:
- “What’s working?”
- “What’s getting in your way?”
- “What do you need from me?”
This creates a healthy feedback loop and prevents surprises coming later.
Recognise effort and results
When your team succeeds, celebrate it: acknowledge their ownership and growth. This builds confidence on both sides, and reinforces a culture where taking on new responsibilities is a good thing, not a punishment.
The Delegation Challenge
Delegation isn't about offloading tasks. It’s about growing your team, creating space for strategic thinking, and avoiding the trap of doing everything yourself.
If you're still unsure where to start, try the How To Talk At Work Delegation Challenge! Ask yourself: “What’s one thing on my plate this week that someone else could try?”. Then have the conversation, try it, reflect and adjust. And remember, you’re not supposed to have it all figured out straightaway. Like any other leadership skill, delegation improves with practice, reflection, and support.
You're not failing by letting go; you’re actually being the great leader your team needs.
If you’d like to talk about what’s standing in your way where delegation is concerned, I’d love to hear from you.