Delegation is often discussed in leadership meetings, yet rarely practiced well. When I ask HODs why they hesitate to delegate, the answer is familiar: “The team may not handle it properly.”
Is that a capability issue — or a leadership one?
I recall a Front Office scenario where a guest had a complex, time-bound request. The Front Office Manager almost handled it himself. Instead, he delegated — but with clarity: guest expectations, decision limits and desired outcome. The request was executed smoothly.
The difference wasn’t skill. It was direction.
Many times, junior team members struggle not because they lack capability but because we delegate tasks without delegating context. Saying “please handle this” without explaining the process, expectations, and outcome often leads to disappointment.
Delegation is not about reducing workload. It’s about building leadership depth.
So the real question for GMs and Owners: Are we developing teams — or creating dependency?
Written by
Rachit Goel
Hospitality Leader / Brand Search Specialist / Hotel Operations Expert
Founder of The Hotel Adviser and a hospitality leader with 25+ years of hands-on experience across Marriott, Radisson, Ramada and Taj — spanning pre-opening, operations, revenue management and food & beverage.
