Delegation is one of the most important time management principles available to managers. I can't think of a management practice that is praised more in theory but applied less in practice.
When I ask managers about delegation, they praise its merits, but when it comes to their own use of delegation, the common response is "It is useful, BUT in my case...."
OK, so let's put your 'yes-buts' under the microscope.....
1. I fear losing control [insert your fear here].
Often when managers acknowledge their fear of relinquishing their control on the task, and recognize the benefits of delegation (such as being able to use their skills more appropriately), they are quick to practice delegation. As a manager, you have a job to do, and you need to prioritize the jobs across the resources that are available.
2. The old adage that "I'm the only person who can do it right".
This could be a result of a lack of confidence in the people around you, or a perfectionist streak within you. To build your confidence in others, start by delegating routine or clearly defined tasks. Treat this as a training opportunity for you and others. If done right, by entrusting more work to others, your colleagues become more empowered in their work. If it is due to the perfectionist streak, learn to let or, or at least communicate your standards in a clear way.
3. If I give it to somebody else I will look bad, or I will become dispensable
This is an irrational fear. By delegating, you are freeing up your time to do more important things that match your skills and interest. If you delegate effectively everyone is a winner - you, the person you are delegating to, and your company.
4. It takes me longer to train somebody than to do it myself.
This is a 'false efficiency' argument. By training your staff to do other types of work, then the next time they do this task they will be quicker. By training somebody to do the task, you have freed up your time for another job that only you can do!
5. My staff will not like me if I give them extra work.
This comes down to your staff, current workloads and how you delegate. By entrusting your staff with extra responsibility, the right staff will be empowered by the extra responsibility you are entrusting in them.
So when we put the "yes buts" under the microscope of truth, the reasons for not delegating are outweighed by their benefits.
Delegation saves you time and can develop the professionalism of your employees. By not delegating, you are not using the resources that are available to you in their most effective manner.
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