What happens if you don’t delegate?
As part of various management exercises that focus on the soft skills of bosses, you’ll learn the importance of delegating them. Many entrepreneurs and bosses came to this knowledge under the weight of their own practice, when they were overwhelmed by a number of tasks that they had to literally “give in” and put important tasks and activities in the hands of other people. But so few wise bosses have matured that delegation is an essential and very important process for the growth of your business.
In practical terms, I am faced with the problem that many business owners and managers simply do not want to be delegated, or more precisely, that they are not physically qualified to do so. They don’t want to delegate, perhaps because they are building their sense of importance and non-substitution. They are ineligible to delegate perhaps to be forced to do everything by themselves and believe that they are the best. Whatever the reason for the decreased desire to delegate tasks, projects, activities, and entire departments to other people, the consequences are detrimental to the company.
First of all, it’s an unbelievable burden of people who either don’t know or don’t want to delegate. It is a logical consequence of the fact that they are doing many, many things themselves, they are in control of themselves, and they have to arrange themselves. Please someone might take this as the pinnacle of heroism when working at 4pm. Daily – and as they say, let everyone be happy in their own way. However, the constant commitment to work and imbalance in a person’s life will primarily affect the health (physical, but also mental) of the individual, and we are not talking at all about irritability at best, and at worst the despotism of such an overburdened manager. It is gradually transforming into a barren island in the midst of a society that paradoxically surrounds many people. People in the company, relationships in the company and in the family suffer as a result.
Second, and just as importantly, it is difficult to educate skilled people who want to share the burden associated with running a business without delegating or giving space to them. I often hear from many bosses how inept and inactive the people around him are. But they never want to admit that the cause of such a situation is the president himself. If you don’t assign your employees, without proper oversight, important tasks, projects, and roles, you can hardly be surrounded by senior people over time. why? Those who are truly capable, who join such a manager and discover how to stifle everything around them through their elaborate management, will quickly leave. Those least able to adapt to the authoritarian and exclusive leadership style of the coach, in which the boss himself is at the center of it all, and it makes perfect sense for them to become somewhat indifferent workers waiting for an “order” but not going to be hurt by any preemption. It should be noted that without qualified people, the company will not grow adequately for anyone.
The many other consequences of lack of delegation include dependence on the boss, decreased self-confidence of employees, a greater need to thank their manager, reduced creativity and initiative, fear, and the challenge of repeated “ego fights” for their place in the sun with their boss.
Many business owners and managers fear delegation. However, this creates an extremely unhealthy and unconstructive corporate environment, which then affects the lower performance of the company itself. One of the president’s tasks is to develop and refine people and the company. However, this is not possible without assigning important and complex tasks to the shoulders of selected employees. Experience shows that sooner or later, the approach to delegating difficult tasks, challenges, responsibilities, and powers will return to the president not only in the form of capable people around him, but also in the form of a prosperous, healthy and stable company that he manages.