You know you should delegate more. Everyone tells you so.
Every task you refuse to hand off costs you twice:
- The time spent doing the work
- The time you could have spent on higher-value activities
These costs add up fast. Research shows that leaders who delegate effectively earn 33% more revenue than those who don't (Tuleja & Decker, 2018). But something stops you from delegating more.
It's not your fault—your brain is playing tricks on you!
Your thinking patterns create invisible barriers to delegation. These aren't skill problems or character flaws. They're called thinking traps. Some of these traps are common across all populations, and others are connected to how the ADHD brain processes rewards and time.
Studies show that entrepreneurs with ADHD traits often excel at innovation but struggle with administrative delegation (Wiklund et al., 2017).
Why? The ADHD brain has different dopamine processing. It craves the immediate reward of task completion over the delayed reward of team development.
The 10 Delegation Thinking Traps
1. "I can do it faster myself"
This is the most common trap. You think: "It'll take me 15 minutes, but teaching someone else might take an hour."
The math seems simple. It's also dead wrong.
You're only counting the first time. If this task happens weekly, you've just signed yourself up for hours of future work.
Escape route: Track how often each task repeats. Multiply that by your hourly rate. That's what poor delegation costs you.
2. "Nobody will do it right"
Your perfectionism combines with rejection sensitivity—a common ADHD trait.
You picture:
- The task done poorly
- Awkward feedback conversations
- Damaged relationships
So you keep tasks close, telling yourself it's about quality when it's really about avoiding discomfort.
Escape route: Start with low-risk tasks. Define "good enough" before handing it off. Accept that different doesn't mean wrong.
3. "I need to keep my hands on this project"
Your brain craves the dopamine rush from being in all the details.
Letting go feels like losing control. You worry you'll miss something important.
This trap keeps you stuck in the weeds instead of seeing the big picture.
Escape route: Set up check-in points instead of hovering. Use project management tools that give visibility without requiring constant involvement.
4. "I can't trust others to care as much as I do"
You've built this project from nothing. Nobody could possibly care like you do.
The truth? Your team might bring fresh energy and ideas if you'd let them try.
Escape route: Share the "why" behind projects. When people understand the purpose, they care more. Also, hire for passion, not just skills.
5. "I'll delegate later when things calm down"
This is the "someday" trap. You keep waiting for the perfect moment.
Spoiler alert: That calm period never comes.
Escape route: Schedule delegation sessions on your calendar. Treat them as non-negotiable, like client meetings.
6. "I don't have time to delegate right now"
The ultimate irony trap. You're too busy to delegate, but you're busy because you don't delegate.
This circular thinking keeps you trapped on the hamster wheel.
Escape route: Start small. Delegate one tiny task today, even if it seems insignificant. Build the delegation muscle gradually.
7. "I need to figure out the perfect process first"
Your ADHD brain craves systems but gets stuck trying to make them perfect.
You won't delegate until you have the "perfect" training plan.
Escape route: Embrace "good enough" documentation. Use screen recordings instead of perfect written processes. Let team members help create the system.
8. "I'm the only one who knows exactly how it should be done"
This trap keeps you doing $15/hour tasks when you should be focusing on $1500/hour work.
Escape route: Ask yourself: "Is this truly the best use of my time?" If the answer is no, delegate it—even if it won't be done exactly your way.
9. "My team will think I'm lazy if I pass this off"
You worry about optics. How will it look if you're not grinding alongside everyone else?
Escape route: Explain your delegation approach to your team. Make it about their growth, not your workload. Celebrate when they succeed with delegated tasks.
10. "If I'm not doing the work, what's my value?"
This identity trap runs deep. Delegation isn't just about tasks. It's about how you see yourself as a leader. And you've tied your worth to execution rather than leadership.
Your brain formed a connection: "I am valuable because I do things well." Now, someone else doing your tasks feels like giving away your worth. This isn't logical, but it's real.
The ADHD brain also struggles with emotional regulation. Handing off work might trigger surprising feelings—guilt, anxiety, or even grief. You might snap at teammates who don't do things "right" when really you're processing these emotions.
Strong leaders recognize these feelings without being ruled by them. Your real value isn't in completing tasks. It's in building systems, growing people, and creating vision.
Escape route: Redefine your value. Your job is building capacity in others, not doing everything yourself. Success means the team thrives even when you're away.
Start Breaking Free Today
Pick just one small task to delegate this week. Don't aim for perfection.
Watch what happens when you let go. Notice which trap tries to pull you back in.
Then do it again tomorrow.
The research is clear: effective delegation doesn't just reduce your workload—it builds stronger teams and more innovative companies (Rock, 2008).
Your unique ADHD brain brings incredible gifts to leadership. Don't let these thinking traps hold you back from your biggest contributions.
References
Rock, D. (2008). SCARF: A brain-based model for collaborating with and influencing others. NeuroLeadership Journal, 1(1), 44-52.
Tuleja, S. M., & Decker, P. J. (2018). Time management for leaders: The paradox of delegation. Journal of Management Development, 37(2), 195-203. https://doi.org/10.1108/JMD-07-2017-0217
Wiklund, J., Yu, W., Tucker, R., & Marino, L. D. (2017). ADHD, impulsivity and entrepreneurship. Journal of Business Venturing, 32(6), 627-656. https://doi.org/10.1016/j.jbusvent.2017.07.002