1. When Delegation Really Works
Some time ago, I heard a remarkable story from the CEO of an e-commerce company. His business had grown from a small startup to an organization with over 1,000 employees – and one of his goals from the very beginning was:
“I want a company that works without me.”
The company’s vision and mission were clear and well communicated at every level. Key milestones were defined. Within these boundaries, teams had a high degree of autonomy.
One morning, the CEO got into the elevator with a colleague he barely knew.
He asked, “What are you working on right now?”
The colleague replied, “Today’s a big day – we’re launching our market entry in Denmark.”
The CEO hadn’t even known that a Denmark launch was in the works.
Some might see that as a loss of control – but to him, it was proof that his leadership model worked.
2. Autonomy Is Not a Risk – It’s a Performance Driver
Trust isn’t the absence of leadership.
Trust is leadership – through clarity: clear goals, milestones, and decision-making principles. Then: step back and give space.
Autonomy is one of the most powerful motivators for performance, innovation, and ownership.
When people feel that they are not just executing but shaping outcomes, real energy emerges.
Unfortunately, these positive examples are rare – reality often looks different.
3. When Trust Ends at the First Sign of Trouble
In many organizations, projects begin with the right intention:
“We want to let the team lead.”
But the moment the first issue arises – a delay, a conflict, some uncertainty – the tone shifts:
“Now we have to step in, or this could go wrong.”
Suddenly, decisions are once again made at the top.
Instead of moderating, asking questions, and letting people find the solution themselves, management takes over.
Understandable? Yes.
Helpful? Rarely.
Because the message is:
“I trusted you – until it got difficult. Now I don’t anymore.”
4. The Classic Case: Letting Go in Succession
One of the clearest examples is leadership succession.
I’ve seen this scenario countless times:
After a long selection process, a successor is appointed. The transition starts off well.
The outgoing CEO – often a founder or a strong patriarchal figure – says:
“Of course things will change. But I trust them – it’ll be fine.”
And it is fine – until the first phone call.
A long-time employee complains:
“The culture is changing. The leadership style doesn’t feel right. Morale is slipping.”
So, what now?
The right move would be:
✅ Talk to the successor
✅ Assess the situation together
✅ Offer support if needed
But what happens instead, almost every time:
The former CEO picks up the phone, steps in, and tries to fix things – just as they always have.
Not out of bad intent, but because it’s in their DNA to take action.
But this is exactly the moment when trust breaks down.
5. Leadership Means Letting Go
Good leadership creates conditions where others can take responsibility:
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A clear vision
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Shared values and ground rules
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Guidance – but not micromanagement
Then: trust.
Give space.
Allow mistakes.
Enable learning.
Of course, it’s not easy.
Of course, things won’t always run smoothly.
But that doesn’t make the principle any less true.
You can’t just delegate responsibility – you have to truly hand it over.
6. My recommandation
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Where have you truly delegated – and where are you still holding on?
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Do you trust your team to reach the goal without you?
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How would you react if someone on your team made a decision without asking – and it worked?
If you want to lead, you have to learn when not to lead.
