Nonprofit leaders often tell me they want to delegate more than they currently do. But wanting to delegate and actually doing it are two different things. I’ve watched capable leaders undermine their own intentions. They act in good faith, but they haven’t examined what’s holding them back.

It’s a familiar pattern: A staff member takes on a responsibility. A problem appears. Before the employee has a chance to work through it, the leader steps in and takes on the responsibility instead. The leader walks away feeling helpful. The employee walks away having learned that their judgment isn’t trusted.

In “Who’s Got the Monkey?” I talk about the importance of ensuring that when an employee brings you a problem, they leave your office still carrying it. The same principle applies to delegation. If you consistently reclaim work the moment it looks imperfect, you are, in effect, making every assignment temporary.

The root cause is usually a belief that things won’t be done “well enough.” That’s worth carefully examining. If you don’t trust a staff member to carry a responsibility, the right response is coaching, clearer expectations, or a candid performance conversation. Quietly overriding their decisions will not solve the problem.

Hire the best people you can, give them the resources and encouragement they need, and then trust them. Define the outcome clearly, agree on how and when you’ll check in, and let them find their way. People learn by doing, including by making mistakes and correcting them.

Delegation isn’t a risk to be managed. It’s how you build a capable organization.

  • Are you undermining your staff when you delegate decisions to them?

  • How can you empower, instead of undermining their efforts?

Watch this short video where Gabriela Chavez-Lopez discusses her evolving approach to delegation.