It doesn’t have to be lonely at the top – it doesn’t matter how far up you rank. Whether you’re the president and CEO of a company, the supervisor of a small group for a given project, or the head of your household – you can lead even more effectively when you surround yourself with help.
The most effective of leaders in any trade are the people who have the ultimate understanding that they cannot do it alone, and can get more good work done by involving others. 
The power of “we.” The most effective leaders are the ones with the wherewithal to see the value in the power of “we.” They delegate responsibilities that allow others to lead in their own ways and they let their influence guide others to be their best.
All this sounds like it is coming from a textbook, doesn’t it?
Most people in leadership positions will wholeheartedly agree with what we’ve said so far. They preach it to those working for them. Yet, the practice may not mirror the discourse.
Some managers and leaders have a hard time delegating effectively.
Delegating means letting go.
But letting go can be a challenge. When you delegate, the work most likely won’t be done exactly the way you would have done it. It is a mistake to expect that those working with you will think exactly the way you do. And when delegating, you can be pretty sure that it won’t always be YOUR way!
I like to suggest that there may be at least five ways to think about an issue, or five approaches to use to come to a solution, or even five potential solutions. Being open to finding or hearing additional perspectives can be a real asset.
When you delegate, delegate not only the task, but the thinking about the task. Don’t expect people to think the way you do. In fact, if you do, you don’t need two of you! As LBJ once said, “If two men agree on everything, you may be sure that one of them is doing the thinking.”
The big mistake that happens all too often is when the manager delegates responsibility to someone, then takes back the decision about it. As an example, a manager might delegate the choice of selecting a new office equipment vendor. The supervisor researches vendors, and returns with a recommended solution that is truly workable. Yet, the manager re-engages, and either tweaks or changes the recommendation. While that manager may see that practice as harmless or adding value, he just told the supervisor that her recommendation either wasn’t good enough or that his approval is needed even when responsibility is delegated. Harmless? No. That manager has just made more work for himself by creating a culture of requiring approval, and has taken the wind out of his supervisor’s sails.
I say “Let go!” Allow your direct reports to do it their way, and to even make small mistakes. Stop tweaking things that were fine as recommended. Build trust among your subordinates, and back them in their decisions. When mistakes are made, coach them to avoid a repeat, don’t pull back the project.
For larger or more critical projects where mistakes can’t be tolerated, include milestones or interim project reports or meetings to assure positive progress. But leave the responsibility with them by asking questions more and answering less.
The good leaders share, they recognize the skill in other people and they enjoy the responsibilities with others concurrently. The very talented leaders at any level will have the ability to know where people should be placed, and they will give these people the correct amount of authority.
They will share in their power, and recognize the strength of the team. They will assign certain people to certain levels, and they will not be selfish or mistrusting. When you are leading, you will have the common goal as your focus, and you will relinquish some of your control.
Just remember – Letting go is healthy for all of you.
