Why Future Leaders Struggle to Let Go

Leadership succession has never been more complex. Mid-level talent remains scarce, clients expect miracles on a daily basis, and good luck catching up to technology. You’d have better luck pinning down an eye floater. It’s no wonder our next-generation leaders are caught in a paradox: They need to delegate more to focus on growth and strategy, but they often struggle to do so. 

Some claim they have no one to delegate to, given the talent shortage, but that’s not the whole story. Perfectionism, fear of mistakes, and the sheer pace of industry change make it hard to let go, even when there are capable hands. The pressure to deliver in a fast-moving, unpredictable environment causes leaders to hold on tightly, worried that delegating could cost them control or quality. So, is the lack of delegation purely about missing talent, or is it also rooted in a reluctance to release control in a chaotic landscape?

Why it feels impossible to delegate

Mid-level employees—those seasoned enough to take on leadership tasks but not yet in senior roles—are often missing. Firms everywhere continue to scream about it, calling it the “middle management drought.” As firms push forward with high-profile, complex projects, the pressure to deliver on time, on budget, and at the highest level of quality mounts. All this while the drumbeat of commoditization gets louder and louder, technology disrupts design workflows, and clients demand more sustainable, innovative solutions. These are modern pressures, today’s pressures, and they seem to whisper to next-gen leaders, “Do it yourself. You can’t afford to drop the ball.”

So, yes, there’s some truth to the “no one to delegate to” excuse, but is it really as bad as it seems? Or is there something else at play—something in the psychology of emerging leaders who have risen through the ranks and are struggling to transition from “doer” to “delegator”?

The fear of letting go

Let’s start with the obvious: Delegating is hard. For many leaders, especially in AE firms, delegating feels like giving up control. After years—sometimes decades—of executing projects, managing every detail, and being the one everyone relied on, stepping back is terrifying. What if the job isn’t done right? What if a mistake slips through? What if we let down the client?

But it’s more than just perfectionism. Emerging leaders are often the product of cultures that reward hustle and hands-on work. The expectation has been that the harder they worked and the more they handled themselves, the better positioned they’d be for leadership roles. And now, having finally arrived, they find themselves with a new mandate: Stop doing the work and start managing the people who do it. It’s a shift that feels antithetical to everything they’ve been groomed for.

Is the talent drought excuse actually a legit reason?

Yes, the AE industry has a talent issue. Firms across the country are facing a 15% to 20% vacancy rate in mid-level positions, and recruitment pipelines are thin. This means fewer experienced professionals are ready to step up and take on significant responsibilities. So, when leaders say they have no one to delegate to, there is some merit to that claim.

But let’s not forget that leadership isn’t just about waiting for the perfect person to show up; it’s about developing the talent you do have. Leaders who bemoan the lack of talent often overlook their roles in creating it. Waiting for the perfect mid-level manager to fall into your lap isn’t leadership—it’s luck. And luck is not a strategy.

The most successful firms aren’t the ones that have perfect people waiting in the wings. They’re the ones that build systems for delegation and develop talent through mentorship, coaching, and responsible autonomy. It’s not about finding a perfect team—it’s about creating one.

The fixes

So, how do you break the cycle? How do you go from being the person who does it all to the person who trusts others to handle the heavy lifting? Here are four key strategies that can shift the delegation needle:

1. Develop and invest in people

Delegation starts with building trust in your team, and trust is built through investment. If you don’t feel confident delegating because your team isn’t ready, then the problem is with development, not the delegation itself. Firms need to invest in training, mentorship, and skill-building programs that prepare their people for greater responsibility.

When AE firm leaders invest in developing their employees’ project management, communication, and problem-solving skills, they’re not just solving a delegation problem—they’re creating a pipeline of future leaders.

What it looks like in practice: A Boston-area-based AE firm suffering from a talent gap invested in a formal mentorship program, pairing mid-level managers with senior leaders. Over a year, the program not only developed more capable mid-level staff but also fostered greater trust among teams. Leaders who had previously micromanaged found themselves confidently delegating key tasks.

2. Create accountability structures

Delegation doesn’t mean dumping work and hoping for the best. Leaders who struggle to delegate often fear that handing over tasks will result in chaos. That’s where accountability structures come in. Establishing clear expectations, timelines, and feedback loops ensures that even when you hand off a project, you can still monitor progress without getting bogged down in the details.

What it looks like in practice: At a California engineering firm, leadership developed a project ownership model. For every major project, a designated “project owner” was given full responsibility, including regular check-ins and reporting metrics. The result? Projects ran more smoothly, and emerging leaders who would normally be strapped to such projects could actually focus on higher-level strategy.

3. Delegate the right things

Not all tasks are created equal. Many next-gen leaders hold on to work that isn’t critical for them to manage. The key is identifying which tasks are strategically important and which can (and should) be handled by others. The most successful leaders delegate operational tasks so they can focus on strategic ones—growth, business development, and client relationships.

What it looks like in practice: A New York-based architecture firm implemented a delegation matrix that divided tasks into categories: “Delegate,” “Mentor and Delegate,” “Retain and Manage.” This framework clarified what leaders should focus on and what they could let go, allowing them to delegate more confidently and effectively.

4. Start small, build confidence

If delegation feels overwhelming, start small. Pick one or two tasks to delegate and build from there. As your team succeeds, your confidence in them will grow, and you’ll find it easier to trust them with more responsibilities. Building trust in your team isn’t an overnight process—it’s incremental.

What it looks like in practice: At a Midwest engineering firm, the CEO began by delegating one business development meeting a week to his VP, with clear expectations and a debrief after each session. Over time, the VP was running the majority of business development meetings, freeing the CEO to focus on M&A initiatives.

Think about it

Delegation is hard for next-generation leaders, but it’s necessary for growth—both for the firm and for the leaders themselves. The “no one to delegate to” excuse may have some truth, but it’s not a reason to cling to control. With the right structures in place—development programs, accountability systems, smart task management, and a gradual delegation process—leaders can build teams they trust and empower them to take on more responsibility.

Let go. Trust your team. 

Call or text Mark Goodale at 508.254.3914 or email [email protected].

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