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.
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.
I was sitting in a leadership meeting not long ago, listening to a presentation that had clearly been well prepared.
When the presenter finished, there was a pause. Not an awkward silence, just a tiny moment of hesitation. Then I noticed it.
Almost every pair of eyes in the room moved in the same direction, toward the MD
Most CEOs talk about vision, strategy, and delegation.
Fewer talk about how work actually happens once the meetings end.
In my experience, businesses don’t lose momentum because the strategy is wrong or the people aren’t capable. They lose it in the space between intent and execution
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