Problem 1: Distracted by the small details
One of the first issues that arise if you don’t ever delegate activities is that you end up getting distracted by very small details. Potentially inconsequential decisions, end up becoming a distraction. Instead of being able to concentrate on key decisions within your firm, you instead spend a disproportional amount of time on issues that have little to no impact on your overall responsibilities.
Problem 2: Not able to let others play to their strenghts
Another disadvantage of not delegating activities is that it means that employees are not playing to their strengths. As a manager you are unlikely to be skilled in all areas – lower employees may be better skilled in certain areas.
If you try and involve yourselves in all areas, then there is a danger that an employee who is better placed to make the decision or has better qualifications in that specific area, is superseded by you. Being a manager requires being a generalist across lots of different areas – individuals below you may have greater skills in their specific areas.
Problem 3: Employees don't get an opportunity to grow
A final problem that arises when you don’t delegate activities is that it removes an opportunity for lower employees to grow and improve their capabilities. By always involving yourself in decision-making, removes a critical learning activity for employees to grow. Instead of empowering your employees to get better at decision-making, involving yourself in all small decisions removes this learning opportunity- your employees never get better at making decisions because they are never given the chance.