There’s a general myth about delegation to the effect that successful people can delegate and those less successful can’t. Like all myths, it has a small grain of truth behind it, but I’ve discovered over the years that the myth serves as a justification for those with resources and power and all too often belittles those with insufficient resources and power.
Once upon a time, I was a legislative director for a Congressman. I worked ten to twelve hour days and took work home on weekends. Why? Because I had a wife and four children and needed that job… and because, at that time, no one else was hiring someone with my skills. I couldn’t delegate the work because everyone else in the office was working nearly as hard… and because Congressional staff budgets are fixed, there was no money to hire anyone else. So we were among the first on the Hill to develop “computerized” correspondence answering systems using electronic typewriters with limited memories [remember, this was 45 years ago]. Getting seemingly personalized responses, however, just encouraged more constituents to write the Congressman. Likewise, other innovations just had a similar result. So, in the end, we all ended up working the same long hours, except we were accomplishing more [and, believe me, all politicians want more].
I could list a range of occupations and professionals in other fields whom I know and who were or are relatively successful, but never made it truly big-time, and frankly, the reason was that they chose not to delegate. Were they wrong? It all depends on viewpoint. Two of them were homebuilding contractors, and they chose not to delegate that much because they weren’t satisfied with what delegation did to the quality of their building. I also knew an attorney who kept his firm small for the same reasons.
In some fields, delegation is a chancy proposition, especially with non-profit or volunteer organizations with limited resources. That’s because because doing anything right and on time takes effort, expertise, and dedication, and if the person doing the delegating doesn’t have a certain degree of control over those to whom work is delegated, the odds are something won’t get done… or done right.
And when the person in charge is the one held responsible, the question is often a choice between spending long hours doing it themselves so that they’re sure it’s done right, or spending less time knowing that the results won’t be as good. Sometimes, it doesn’t make a difference, but when the would-be delegator is publicly and financially responsible for the project, and there aren’t resources to delegate properly, sometimes they just can’t risk delegating… and they’re called “workaholics” or control freaks. Most of the time they’re neither. They’re just exercising self-preservation… and sooner or later, a good many of them will leave that position, and their superiors will wonder why… or come up with the rationalization that the person who left “just couldn’t delegate.”