Successful leaders learn that delegation is a leadership competency - as important to their own development as to the people around them. We offer two case studies to highlight the challenges of effective delegation.

Janna, a manager in a large manufacturing company, reported that Liz, one of her staff constantly asked for more responsibility. Janna, however, had little confidence in Liz and had resented her ambition.

Janna decided to set her up for failure by assigning her a project that Janna perceived as too complex and too difficult for Liz's over-inflated skill set.  However, much to Janna's surprise, Liz not only succeeded, but, far surpassed her expectations. Janna learned two lessons: (1) she discovered that Liz was a far greater asset than she had realized, and (2) that Janna's own views may have been limiting Liz's development. She realized , as manager, she had to set up her employees for success. In a nutshell, she had to delegate more often.

John, too, learned the value of delegation. He traditionally involved himself in the entire manufacturing process of a customer's order. He believed himself indispensible. John arrived before 6 am and left after 7pm: much longer hours than his job description had stipulated.  He was constantly exhausted, but told himself (and others) that there was no other way to ensure the quality of the product.  It was no wonder that John was burned out. He became bitter, angry and resentful of others.  When John's boss mandated that John delegate some of the oversight, John complained that he didn't have time to stop and train someone.  John had created his own catch 22! He had to delegate or jeopardize his position and his health.