In this episode, I’m exploring the psychology underneath delegation and why it is about far more than giving someone a clear brief and trusting them to get on with it.
I’m looking at dependence, independence and interdependence, and what each one asks of us as leaders.
I’ll also share why some leaders accidentally create the very dependence they complain about, why other people struggle to receive responsibility, and what genuine interdependence can look like in practice.
This is really a conversation about trust, responsibility and being honest about what you are willing and able to hold in your working relationships.
Highlights:
(01:30) – Why the real question is not employee or associate, but what kind of dependence you can hold
(03:34) – The maturity continuum from dependence to independence to interdependence
(05:53) – How leaders can accidentally create the dependence they later resent
(07:14) – Why some people struggle to receive delegation even when they are completely capable
(08:18) – What genuine interdependence actually looks like in a working relationship
(10:12) – The leadership question worth asking: is this stance serving both of us, or just protecting me?
