By not delegating responsibilities, we risk inhibiting the growth of employees who may be well-suited to contribute far more to the organization than they presently do. Exerting this type of control has two risks: (1) you may never find out how an employee or group of employees can benefit your company if they are never allowed to participate beyond their present job descriptions; and (2) they may end up leaving your organization because they feel stymied or too limited in their present roles.
Letting out the leash is a difficult process, but it should be done gradually with all employees to avoid unpleasant or ill-timed circumstances down the road.
—Victory
