Leadership energy is finite — and in H2 2025, delegation isn’t a nice-to-have. It’s your vital strategic unlock.

Let’s be honest: the 71% of leaders reporting rising stress (DDI) aren’t making it up.
They’re overwhelmed — because today’s leadership means constant context switching, high-stakes decisions, overlapping change, and fewer hands on deck.
Too often, leaders are stuck doing things someone else could (and should) be doing.
A Harvard Business Review study found that leaders who struggle to delegate spend 60% of their time on tasks better suited for others. That’s time lost to big-picture work — the kind that sits quietly gathering dust, like that gym membership you swore you’d use in January.

In a world that demands agility, decentralised decision-making through smart delegation isn’t shirking — it’s scaling.
And many leaders know this:
📊 35% of CEOs say they need to improve their delegation skills, and 37% are actively working on it (Stanford).
📊 CEOs with strong delegation skills saw 112% faster growth and 33% more revenue (Gallup).
Yet only 19% of leaders are strong delegators (DDI).

But here’s the catch: delegation is one of the trickiest leadership muscles to flex. It’s not just what you hand off — it’s how, to whom, and with what level of ownership, clarity and support.
There’s no one-size-fits-all tool — it’s a judgment call, every time.

That’s where the Ladder of Delegation & Talent Readiness comes in:
The higher someone is on the readiness ladder, the more complex and autonomous the work you can delegate. But this is situational — and your assessment matters.

Strong delegators ask:
• Knowledge – What relevant expertise do they bring?
• Capacity – What’s already on their plate? Could this stretch them?
• Attitude & Behaviours – How do they respond when trusted?
• Willingness – What’s their energy for it — and what’s influencing that?

Climb the ladder together. Delegating with intent frees your time and develops your people. You build trust, boost engagement, grow loyalty, and strengthen retention. Meet them where they are — then stretch them upward.

As Liz Wiseman says in Multipliers:
“The best leaders aren't the ones with all the answers. They’re the ones who trust their people to figure it out.”

Beware the Accidental Diminisher trap: rescuing, micromanaging, handing off crumbs, or over-helping.

People teams don’t own delegation — but we equip it. With tools, insights, and that timely nudge only a trusted People Partner or coach can offer.

As you plan H2:
What most needs your energy?
Who’s more ready than you think?
And what might letting go unlock — for them and for you?