In theory, most leaders know how important it is to delegate challenging tasks to employees both to help them grow and create a collaborative, empowered and productive teams. As i said, in theory! In reality, when faced with real workplace demands, it can be tough to put this into practice. Many of my clients say things like “I’m the only one who can do the job” or “If this project doesn’t go smoothly, the company will suffer.” Many business leaders are so afraid that there employees will make mistakes that they try to micromanage everyone. I always repeat that I am fine with mistakes, as long as we try to always do original ones.

To be fair, it is almost natural, for managers or leaders to want to step in and help a struggling team member. However the road to micromanagement is paved with good intentions. When leaders over-function by keeping too many tasks, they allow their teams to under-function and can bring the business too a halt.

So, here are some strategies you can use to make delegation easier:

• Shift from a doer to leader mindset: It is often common that the best doers are promoted to leadership positions. This comes with the assumption that they would magically shift from being good at and motivated by performance excellence, to caring deeply about developing others’ potential. The mindset shift may be the hardest part of all. So, how can this shift be facilitated? The thrill of achievement provides a quick dopamine hit. But that’s something you need to resist to get to the greater fulfillment of having helped others improve. It is also important to understand your leadership style. Ask yourself: What three words do I want people to use to describe my leadership style? For example: Do I want to lead with control, urgency, and expertise? Or, with patience, curiosity, and empowerment? Moreover the proof of the pudding is in the eating -in those moments where you are triggered to step in, ask yourself: Would that be aligned with my values and who I want to become as a leader?

• Embrace the discomfort of the learning process: Many leaders tell me that, after witnessing an employee falter, pulling back the work and responsibilities from the faltering team member was the most logical and supportive thing to do. Yes, this creates discomfort for both leader and employee because it’s a new way of working for everyone. So the question is how can business leaders embrace, rather than resist, the discomfort of learning? Here are some pointers. The first step is to normalize being uncomfortable. Neuroscientists know that these are the periods in which learning happens and perseverance is developed. Another step is to reframe the situation and understand that an employee’s struggle is the best way for him/her to learn.

• Distinguish between high- and low-stakes tasks: Leaders often tell me they remain stuck as doers because employees make too many high-impact mistakes that require intervention. But this usually happens when the bosses themselves hold on to all the work for far too long and are then forced to delegate at the wrong moment. The key is to instead hand off tasks when the stakes are low and missteps tolerated, or even expected. To know which tasks are ripe for delegation, consider ones that now feel easy but would be good development opportunities for those on your team. Also think about work that drains your energy and doesn’t align with your skills, talents, and strengths but might excite and feel like a perfect fit for others.

• Finally, practice compassion and grace: This doesn’t mean tolerating poor effort or careless mistakes. Instead, it means offering understanding and accommodation in the face of someone not doing something exactly how you would do it, but still moving forward.

At the end of it, a good leader is a person who has the courage to delegate to colleagues and team members even if it means watching them struggle. That’s the only way that all of us, leaders and employees, will grow.