Not delegating to avoid mistakes

• Some industries are more error-averse than others - where you compete on costs and quality. And where failure is highly visible.
• Businesses that compete through innovation need to embrace risk, learn by doing and regard mistakes as part of the learning process.
• Is it the norm where you work to be immersed in detail to avoid mistakes? Or is it a personal characteristic? Could you compare yourself with role models and colleagues whose workstyle is different from your own? What can you learn from them?
• What is the managerial side of your work? Is attention to detail a managerial activity or something for your team? How can you change this pattern?
• Can you convince yourself that immersion in detail is self-defeating?
  If you tie up loose ends, what motivation does your team have to do so?
• By personally ensuring that things are done properly, are you not training your team to be sloppy?
• Why should they bother, if you do their work for them?
• If you start delegating more freely, you should expect an increase in errors until your team gets used to your new way of operating.
• You can minimize errors by asking them how they are going to do delegated tasks and agreeing regular review dates.
• How might you manage your boss's expectations if you change your style.
• Does your boss expect you to be on top of the detail or is it your preference?
• What benefits for your boss can you use to sell him/her on your plan to manage differently?