What NOT to Delegate

What Not to Delegate—and Why It’s Critical for Business Success

Delegation is one of the most important skills for any leader or entrepreneur...it's one of my favorite topics.. It allows you to free up your time, focus on high-level tasks, and empower your team. But effective delegation isn’t just about handing off everything on your plate—it’s about knowing which tasks to keep.

Understanding what not to delegate is just as critical as knowing what to let go. Here's a guide to help you determine what you should always retain control over...and why.

1. Vision and Strategy

Why You Shouldn’t Delegate: Your company’s vision is the North Star guiding every decision, big or small. While you can (and should) involve your leadership team in strategic discussions, the ultimate responsibility for defining the vision and high-level strategy should remain with you, the leader. Delegating vision risks diluting the core values that define your business and its long-term direction.

Your Role: As the leader, you need to be the keeper of the big picture. You can delegate certain aspects of strategic implementation, but the overall vision and the alignment of your team to that vision should be your top priority. Ensure that your goals and mission remain consistent and clear across all levels of the organization (this is also relevant if you're a department leader).

2. Key Relationships

Why You Shouldn’t Delegate: Whether it’s key clients or strategic partners, relationships are often built on personal trust. Delegating the management of these core relationships can backfire if the person you’ve entrusted doesn’t have the same level of insight or commitment. These stakeholders are often fundamental to your company’s success, and they expect to hear from you, not just your team.

Your Role: You should be the face of your business for major stakeholders (not for all stakeholders...but the big ones). Engage in regular conversations, listen to their concerns, and foster trust. While your team can assist with day-to-day communication, maintaining these key relationships ensures that important partnerships remain solid and long-lasting.

3. Crisis Management

Why You Shouldn’t Delegate: When things go wrong, as they inevitably do, your leadership will be tested. Crises—whether they’re financial, operational, or reputational—demand decisive leadership. While you can and should rely on your team for support, handing off the management of critical issues can signal a lack of accountability and control.

Your Role: In a crisis, you need to be front and center, setting the tone for how the organization responds (don't hide or leave town). This is where your calm, clear decision-making and communication skills come into play. By staying involved, you ensure that the crisis is handled swiftly and in line with your company’s values.

4. Hiring Key Team Members

Why You Shouldn’t Delegate: The people who make up your leadership team are the backbone of your business. While HR can handle the mechanics of recruiting, the decision to hire key leaders should be made by you. Hiring the wrong person in a leadership position can be detrimental, affecting culture, productivity, and long-term success.

Your Role: When it comes to filling critical roles, you should be involved in vetting, interviewing, and ultimately deciding on the right fit for your leadership team. Your ability to gauge whether someone shares your vision, values, and drive is irreplaceable. These key hires will shape the future of your company and should align with your leadership.

5. Company Culture

Why You Shouldn’t Delegate: Culture is the invisible hand that guides behavior and decision-making across your organization. While you can’t—and shouldn’t—micromanage every cultural nuance, you must be the guardian of your company’s core values and ensure they’re deeply embedded in the company DNA.  It's great to have "culture champs" throughout the organization, but ultimately, it comes back to you.

Your Role: As the leader, it’s your responsibility to champion the company culture. Model the behavior you expect from your team and create initiatives that reinforce your values. Make it clear that culture is a top-down priority and something that every employee should contribute to. If you delegate this responsibility without oversight, your company could veer off course, leading to confusion and inconsistency.

6. Setting the Tone for Innovation and Change

Why You Shouldn’t Delegate: In a fast-paced business environment, adaptability is key to staying competitive. If you delegate innovation or the responsibility to drive change, you risk missing out on opportunities to push your company forward. The ability to foster change must start at the top (though it doesn't stop there).

Your Role: You should actively promote a culture of innovation by encouraging new ideas, supporting experimentation, and fostering a safe space for calculated risk-taking. Change management, especially in terms of growth and expansion, requires your leadership to ensure it’s done with purpose and direction. Delegating this too early or too broadly can create confusion or resistance.

Final Thoughts

Delegation is essential for scaling your business, but knowing what not to delegate can be the difference between success and failure. Your role as a leader is to maintain control over the vision, big relationships, crisis management, hiring, culture, and innovation. By staying closely involved in these areas, you’ll keep your business on track, aligned with your mission, and prepared for long-term success.

Remember, delegation is about empowerment, but leadership is about responsibility. Know where your touch is needed most.

Ryan Giles