Delegation is something many managers tell me they know they should be doing, but often find difficult in practice.

Right now, it feels more important than ever. With reduced capacity and ongoing change, none of us have the option to do everything ourselves. Ensuring that the right work sits with the right people is essential, not just for delivery, but for sustainability, wellbeing and performance.

And yet, delegation isn’t always straightforward.

In recent conversations with managers, I’ve heard a number of common concerns, and they’re all completely understandable. So this month, I wanted to explore those honestly, and offer a slightly different way of thinking about delegation that might help.

Why is delegation so hard?

Here are some of the things managers often say:

“It’s quicker if I just do it myself.”

In the short term, that can absolutely be true. But over time, this approach creates pressure, limits team development, and increases dependency on you as the manager.

“I don’t want to overload my team.”

This often comes from a place of care, and that compassion really matters. But not delegating at all can unintentionally create imbalance, where some people carry more than others, and opportunities for growth are missed.

“What if it doesn’t get done properly?”

This can feel like a trust issue, but often it’s about clarity. When expectations aren’t clear, outcomes can vary, but that’s something you can shape together.

“I feel responsible — so I should be the one doing it.”

As managers, we are accountable. But that doesn’t mean we need to do everything ourselves. Leadership is about enabling others, not carrying everything alone.

A different way of seeing delegation

What if we reframed delegation not as “giving work away,” but as:

• Creating space for others to contribute
• Sharing ownership in a fair and sustainable way
• Supporting development and progression
• Freeing up time to focus on what truly needs your attention

Delegation, done well, is one of the most practical ways we bring our values to life, balancing compassion with clarity, and trust with accountability.

Start with capacity, not assumption

A really important point in the current context is this: Delegation only works well when it’s grounded in realistic capacity.

Before delegating, take a moment to explore:

• What is this person already managing?
• What’s coming up next for them?
• What could be paused, delayed or stopped if needed?

This is where our commitment to sustainable working is so important. Delegation shouldn’t feel like “adding more”, it should be part of an honest conversation about priorities and focus.

Sometimes the most helpful question is:

“If we were to take this on, what would we need to let go of?”

Delegating in a way that reflects our values

Done well, delegation aligns closely with how we want to work at CCCU:

• Compassion – understanding capacity and supporting colleagues realistically
• Sustainable working – ensuring workloads are balanced and achievable
• Inclusive – creating opportunities for a wider range of people to contribute, not just the usual voices
• Courageous – being willing to let go, trust others, and have open conversations about what’s possible

Delegation often takes courage, especially when it means stepping back, doing things differently, or having honest conversations about workload. But when we approach it thoughtfully, we’re not just managing work, we’re shaping a healthier, more inclusive environment.

Top tips for delegating well

Here are some simple, practical approaches that can help:

Be clear about the outcome, not just the task

What does success look like? Why does this piece of work matter?

Match the work to the person where possible

Think about skills, interests and development goals. Delegation is a powerful way to support growth.

Agree scope and support upfront

Be clear about:

• Timescales
• Level of autonomy
• What support is available
• When you’ll check in

Let go of doing it “your way”

There’s often more than one way to achieve a good outcome. This is where creativity and innovation can flourish.

Stay connected without micromanaging

Regular check‑ins create support without removing ownership.

Be open and fair

Take an ethical approach, be transparent about expectations and mindful of how work is distributed across the team.

Recognise and reflect

Acknowledge progress and create space for learning, this builds confidence over time.

A final thought

Delegation isn’t always easy, especially when things feel busy or uncertain. But it’s one of the most powerful ways we can support both performance and people.

When we delegate well:

• work becomes more manageable
• people feel trusted and valued
• capability grows across the team
• and we create a more sustainable way of working

You don’t need to get it perfect. Small shifts, one conversation, one piece of work, one opportunity to involve someone else, can make a real difference.

Harriet Robb, Learning and Organisational Development Team

Useful Resources:

Managing Workload – Leadership and Management Toolkit

CMI – The Power of Delegation (and why it’s so hard to handover)