How to Delegate Without Micromanaging

The Art of Accomplishment

Brett Kistler

Management, Mental Health, Personal Development, Education, Self-improvement, Business, Health & Fitness

4.8 • 269 Ratings

🗓️ 24 April 2026

⏱️ 41 minutes

🔗️ Recording | iTunes | RSS

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Summary

Most leaders think delegation is about telling people what to do. But what if the real bottleneck isn't your team's capacity but your relationship with control, perfectionism, and hard conversations? In this episode, Brett shares his own struggle with delegation across multiple growing businesses, and Joe offers a framework for moving from vision to execution without falling into the traps of micromanagement or hands-off abandonment.

Transcript

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0:00.0	And I literally on my calendar have three hours set aside every month to have hard conversations.
0:06.0	I literally, it's just as hard conversations.
0:08.0	Which exact hours of the week are those for you?
0:11.0	Just so I can...
0:13.0	If I'm getting a call in those hours.
0:15.0	Oh, you got a call. Just the other week I gave you a call on this.
0:19.0	I'm working on several businesses, including A.O. and my own.
0:22.2	I walk around all day, and there's ideas, ideas, ideas, and I really want to be able to delegate better.
0:27.9	The job of the leader is not to take care of everybody.
0:31.3	You can be supportive. You can be a coach.
0:34.3	Oh, I know that person's got my back.
0:36.4	But they're not saving me.
0:38.0	They're not making excuses for me.
0:42.3	So as we've been growing and the podcast has been growing, my software business has been
0:47.0	growing, AO has been growing, I'm stretching into my capacity to delegate.
0:51.6	And I really want to be able to delegate better.
0:54.7	Yeah. What do you see is getting in the way of your delegation?
0:58.6	Yeah, there's a number of levels. First is distilling from strategy and vision into real action.
1:07.2	The next is delegating and telling people what to do and doing that in a way that's really clear, owning
1:15.5	the thing that I need to be done and also allowing there to be enough flex. So it's not micromanaging
1:22.8	and it's not too hands off. And then also following up and really building systems of accountability.
1:30.3	That makes sense. Yeah. So let's start with the first one. Can you remind us?
	...

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