ABSTRACT
It is a myth that, by delegating, the manager can avoid responsibility and consequent worry. Managers who delegate need to have broad shoulders. They must be prepared to accept the complete responsibility if their delegation is less than successful. Assigning duties to others is not a passport to freedom from worry and responsibility. Courage is required to risk delegating. It has been said that executives typically have a temperamental aversion to taking chances. Delegation is a calculated risk, and we must expect that over time the gains will offset the losses. Give your subordinates credit for their successes with delegated tasks. But if they fail, take the blame yourself. Teamwork is essential, but the coach has to credit his players who perform, not polish his own star. The delegator does need broad shoulders, but also a small enough ego to leave the spotlight solely for the person who did the work.
