At what point does delegation stop being about getting work done, and start becoming something much more important inside a growing organisation?
That’s a question I didn’t set out to answer directly, but over time I began to notice that delegation was shaping far more than workflow or efficiency.
Why is it that job descriptions, something so ordinary on the surface, can fundamentally shape how a business grows, how people develop, and how culture begins to feel?
It’s not something I fully appreciated early on, but looking back, I can trace that understanding to a single recruitment decision that didn’t work out as expected.
Over the years I have written several reflections about the point where what a business needs begins to outgrow the capability of the person who founded it.
That moment tends to sneak up on us; the company grows, the team expands, and the decisions become deeper and carry more consequences.
Over the years I’ve walked into a lot of companies, and there is something about the atmosphere of the place that tells you a great deal before you ever see those numbers.
There comes a stage in building a company when you realise you are no longer simply building something. You are shaping something that will shape other people.
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