By Claudia D. Thompson, Founder of The Business Fabrik
We’ve all seen the stats.
Only 21% of employees say they’re engaged at work. At the same time, 42% of managers report feeling burned out in the last month alone. They’re also 50% more likely to suffer from a mental health condition compared to their non-managerial colleagues with stress and overwhelm topping the list of culprits.
It paints a worrying picture: teams are increasingly disengaged and their managers are running on empty.
We’re not talking about corporate giants here. These issues are just as present in small businesses, if not more so. In a team of five, if four people are disengaged, the impact is immediate and personal. Productivity levels drop and the weight of it all usually ends up on the shoulders of the manager.
But what if we could solve both problems – the unengaged team and the overwhelmed boss – with the same tool?
The Case for Delegation
Delegation is often dismissed as a time management tactic. A way for busy leaders to lighten their load. And yes, that’s one part of it. But delegation, when done well, is far more than just a managerial shortcut. It’s one of the most powerful tools we have to drive engagement, trust and motivation in our teams.
Let’s start with why so many employees are disengaged in the first place.
In most cases, it’s not about the people themselves but the environment they’re working in. When employees feel micromanaged, disconnected from meaningful work and left out of decisions, their sense of ownership and purpose begins to slip away. Repetitive tasks, limited development opportunities and a lack of recognition can make even the most committed team members feel invisible.
And when people don’t feel trusted, they stop trying because disengagement is a natural response to feeling undervalued.
Why Managers Hold On
The irony? In many cases, managers think they’re helping by holding on to control. They want things done “the right way”, they’re short on time to explain things properly or they’ve had a bad experience delegating in the past. So, they keep doing everything themselves which only deepens the burnout and reinforces the message to the team: I don’t trust you to do this properly.
It’s a vicious cycle but it’s one we can break.
Delegation Done Right Builds Engagement
Delegation done right starts with mindset. It’s not just about shifting tasks; it’s about shifting responsibility and ownership. It’s a vote of confidence. It tells your team: I believe you’re capable. I trust you with this. I value your contribution.
That’s a powerful message to send, especially in a small business, where every role counts.
When employees are given meaningful work their motivation increases. They feel more responsible for outcomes, which naturally leads to higher levels of care and attention. It’s not about piling more onto people’s plates. It’s about giving them the right kind of responsibility, the kind that helps them grow and feel part of something bigger.
The Benefits Go Both Ways
Delegation also supports skill development in a very practical way. We often talk about professional growth in terms of formal training, but on-the-job learning through real responsibility is often far more effective. It’s how people build confidence, learn to problem-solve and get ready for the next stage in their career.
At the same time, leaders benefit too. Delegating effectively frees you up to focus on the things only you can do. It also creates a healthier working environment by reducing micromanagement and building mutual trust.
Not All Delegation Is Equal
Simply dumping tasks on someone else’s desk without context or support isn’t delegation and it won’t lead to engagement. In fact, it can do more harm than good.
True delegation involves a few key elements: clarity around expectations, genuine autonomy in how the work is done, support and check-ins along the way and recognition of the result (whatever that may be). It’s a process rooted in communication, trust and shared responsibility.
It also creates natural opportunities for feedback – another crucial piece of the engagement puzzle. Delegated tasks give managers a reason to check in, offer guidance and celebrate progress. That kind of ongoing, informal feedback often matters more to employees than the formal once-a-year appraisal ever will.
It’s a Cultural Shift, not a Quick Fix
There’s also a wider cultural benefit. Teams that practise healthy delegation tend to be more collaborative, more resilient and more future-ready. People understand their roles, they know how to take initiative and they support each other in getting things done.
Delegation gives everyone a chance to step up, to stretch a little and to prove themselves. That inclusivity builds stronger loyalty and a more stable team in the long run.
What If Your Team Isn’t Ready?
Now, I know what some leaders might be thinking: This all sounds great, but my team isn’t ready for that kind of responsibility.
To which I’d say: how do you know, if you’ve never given them the chance?
Often, the only thing stopping someone from growing into their potential is the opportunity to do so. Delegation doesn’t mean handing over the keys to the business tomorrow. It means starting small by identifying one or two tasks that you can confidently pass on, providing the right support and watching what happens.
You might be surprised.
And if it doesn’t go perfectly the first time? That’s okay. Delegation, like any leadership skill, gets better with practice – yours and theirs. What matters is starting. Making the decision to lead in a way that doesn’t just manage the work but empowers the people doing it.
The Bottom Line
Because when you create a culture where people feel trusted, challenged and part of something meaningful, engagement doesn’t need to be “boosted”. It becomes a natural by-product.
And you, as the leader, finally get to step out of constant firefighting mode and into the kind of leadership that actually feels good, strategic, focused and grounded.
So, if you’re exhausted or if you’re just not seeing the energy you want in your business right now, don’t look for more hours in the day. Start by letting go of the idea that you have to do it all yourself and start trusting your team to rise to the occasion.
You might just find that everyone, including you, becomes more engaged in the process.
Could not agree more on the importance of delegation. However, from personal experience, I would strongly urge potential delegators to ensure the culture is optimised first before you go down this road. I remember being asked by a famous industrial conglomerate about the benefits of autonomous work groups. Whilst I am a strong advocate for the approach, it has to be done at the right time. My advice was to spend up to a year on communication, recognition , behaviours and management style before they went for it.
The advice was ignored and the outcome chaotic, destroying the credibility of autonomous working for a generation