Delegating tasks is part of the routine for executives in high leadership positions. It is an approach that contributes to improving team competence and even helps keep employees motivated. However, for many, assigning tasks and responsibilities to others remains a major challenge. A 2023 State of the Global Workplace study by Gallup, conducted with over 1,400 executives in the United States, found that three-quarters of respondents struggle with delegation.
According to Rodrigo Magalhães, partner at EXEC, many CEOs end up getting involved in operational issues for reasons that may include lack of trust, courage, and a good dose of perfectionism. ‘Trust is an important element when delegating tasks and has a strong connection with courage. To trust others, one needs the audacity to transfer some decisions and actions to their direct and indirect team.’
For Magalhães, delegating does not necessarily mean the activity won’t be supervised. ‘Even if the CEO assigns a task, function, or activity, it will need to be monitored so they can stay informed about what’s happening.’
Additionally, he notes that the difficulty in delegating may also be linked to the professional’s personal traits, such as being controlling and perfectionistic.
The difficulty in delegating can have negative impacts not only on the professional but also on the company. Among the points highlighted by Rodrigo in this regard are the absence of long-term vision, lack of attention to market developments, and failure to focus on macro objectives. ‘A CEO who is too focused on day-to-day operations ends up having less time to think about innovation, transformation, and the future. They lose a lot by not looking outside the company, missing what’s happening in the market, and not paying attention to the broader organizational goals, which involve the major transformational actions that help move the company’s needle.’
Can AI harm a CEO’s ability to delegate?
The advent of Artificial Intelligence (AI) has raised concerns in the market that the technology could replace some positions and, for some, may further reinforce the fear of delegating tasks or functions. According to a survey by ADN Digital in several countries, CEOs are afraid of being replaced by machines—43% of respondents confirmed feeling this insecurity. ‘I recently participated in a forum in London that brought this topic up for discussion. Some elements in this regard have not yet evolved, especially concerning value judgment—that is, AI still doesn’t clearly know what is right and wrong,’ Rodrigo emphasizes.
The EXEC partner reassures that AI should not replace a CEO, as it cannot bring an important attribute to decision-making: intuition. ‘For decision-making, the final word still belongs to a human, who commits to information, action, diagnosis, or solution and uses AI as decision support. AI helps build.’
Magalhães also points out that AI can assist the CEO in various fronts, whether in decision-making, providing market insights and analyses, or helping formulate business strategies based on trends and updated data. ‘Additionally, it can enhance corporate communication, aiding in drafting and reviewing corporate documents such as reports, important emails, speeches, and announcements, and contribute to time management,’ he notes. According to the ADN survey, 45% of executives said they make decisions based on data and information using ChatGPT.
The EXEC partner also highlights that AI can support generating creative ideas for developing new products, services, or marketing strategies, as well as creating educational materials and providing personalized content for team training or individual professional development. ‘ChatGPT, for example, has a lot of information and a broad database, which is important for understanding what the market is doing, in addition to facilitating content creation for employee training and development,’ he emphasizes.
According to the EXEC partner, a CEO who does not embrace AI may lose ground in the market.
How to delegate more and become more strategic?
In a time of major market transformations, Rodrigo offers five tips to help CEOs detach from operational routines and become more strategic.
- Have a good ‘N1.’ ‘It’s important for the CEO to be surrounded by strong leaders below them, such as vice presidents, directors, and managers who can handle operational issues. They need to be very good so the CEO can trust them.’
- Create routines to monitor broader goals. ‘This also involves establishing some management rituals so the CEO doesn’t feel too distant from day-to-day activities.’
- Use technology to keep track of what’s happening. ‘But this doesn’t mean the leader needs to be copied on all emails, messages, or be in all WhatsApp groups,’ he cautions.
- Practice delegating daily and constantly question yourself. ‘It’s a behavioral exercise, letting people make decisions and avoiding centralized management.’
For Magalhães, the CEO’s role is to lead the team, define strategies, and make decisions that require creativity, business vision, and empathy. ‘By delegating, the leader can bring out the best in their teams and exercise strategic people management,’ he concludes.
