Delegation can be the gateway to trusting, productive relationships with direct reports and a culture where staff are empowered to work toward their own goals. For some leaders though, delegation can be trigger feelings of distrust and concern about the direct report's capacity to deliver.
These thoughts and feelings are of course palpable, and then it's a downward spiral - leader doesn't trust and overcompensates by micromanaging, the team member then doesn't take ownership of their work so doesn't perform and gives the leader something to be distrustful of. How do you break the cycle and work toward effective delegation? Here are three great places to start: