You’re not indispensable. And that’s great news.

There’s a curious pattern that shows up in many workplaces. Offices, open spaces, meeting rooms, even kitchen corners. Whenever something difficult needs doing, people quietly step aside. They stare at their shoes, fake-check emails, sip cold coffee like it’s a strategy.

And then comes the usual suspect: the bin-manager.

The one who takes it all on, just to avoid friction. Or worse, the one who doesn’t trust anyone else with the hard stuff, as if the whole company might blow up at the first sign of delegation.

This happens a lot to people with a strong sense of duty. Capable, generous, sometimes a bit perfectionist. They treat tough tasks like divine tests. “If I do it, at least I know it’ll be done right.” But here’s the twist: while they burn out handling everything, the rest of the team just watches. And learns one thing only. That real challenges are not for them.

I’ll admit it. I’ve done it too. For years, I held onto difficult tasks like they were priceless heirlooms. Out of duty, out of fear, and yes, out of that subtle form of vanity that whispers, “Without me, this won’t work.”

And in a way, it’s true. Those things won’t get done. But not because they’re too complex. Simply because we never let others learn how to do them.

I’ve seen people completely transform when they were trusted with something “too big” for them. People who used to sit quietly taking notes suddenly started speaking up, proposing ideas, making decisions.

Of course, the first time is scary. For both sides. The person delegating gets passive performance anxiety. They bite their nails, refresh emails, hover. The person receiving the task feels like they’ve been asked to fly a Boeing after learning to drive in a beat-up Fiat 500. But then, something magical happens. The plane lifts off. Maybe a bit wobbly, but it flies.

Delegating isn’t about saving your time. It’s about giving someone else the chance to grow. And while they grow, we learn something too. That we’re not the only ones who can do things well. That we don’t hold the exclusive rights to competence. And that maybe, not being indispensable is actually freeing.

You don’t need a big inspirational speech. Just pick one task. The one that feels way too important to give away. Yes, that one. The one that makes your stomach turn just thinking about what could go wrong. Wrap it carefully. Explain what really matters. Then take a step back.

If they mess up, it’s not the end of the world. It just means you’ve got more coaching to do. But if they pull it off, that’s a breakthrough. You’ve created a new leader. And maybe, next time, they’ll be the one handing off something that scares them.

Sometimes, real leadership isn’t about jumping into the action. It’s about letting someone else do it. And standing nearby, just in case, without taking over.

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Delegation isn’t about letting go. It’s about making room. Room for others to test themselves, to stumble, to learn and to grow. It’s a concrete act of trust that unlocks shared energy and shared responsibility. And while others step up, we shift too. From doers to enablers, from controllers to cultivators of leadership. If you’re wondering where to start, try with one task. Just one. Then see what happens.

Explore how coaching can support your growth and consider applying for a pro bono cycle with me. Nicola Arnese offers these sessions in his spare time to avoid any conflict with professional obligations. Some flexibility in scheduling may be needed.