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Thank you. I'm Alison Beard.

And I'm Adi Ignatius, and this is the HBR Ideacast.

So, Adi, one thing that I think almost every leader struggles with is delegation, particularly if you have risen through the ranks because you have been a star performer in your field, a producer, someone who gets things done.

It can feel really weird to start outsourcing that work, not even

wrote tests, but also decision-making to others. Yeah, we've written about this before, and it's

absolutely key. First of all, nobody wants to work for a micromanager. Secondly, you can't do it all.

And I'm probably not a great delegator. There are things that I feel very

strongly about the process, the way I do things. It's hard for me to give that up. It's hard for me

to imagine that somebody else could do it as effectively and efficiently. So I'm not, I'm not great

in this area. So I'm going to push back on that, Adi. You were my editor-in-chief for 15 years, and I actually

thought you did a great job of letting others have authority, responsibility, and trusting them to do their

jobs. Well, I mean, that's heartening to hear. I don't think I am a classic micromanager,

but I think there's certain areas that I think, okay, this is my core strength. I'm really good at this. I am a classic micromanager, but I think there's certain areas that I think, okay, this is my

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