Mary Eniolu

You don't have a delegation problem. You might have a control problem.

My recent poll asked founders what makes it hardest to hand over responsibility.

The top answer?

“It feels like losing control.”

And I think there's something important in that.

Many founders do delegate.

They hand over the task.

They give someone responsibility.

But then they…

👀 Check in
🔍 Review the work
✏️ Make changes
🚨 Step in when it's not being done their way

And eventually think:

“It's quicker if I just do it myself.”...so they do.

Sound familiar?

The problem isn't always that you don't know how to delegate. Often it's that you've handed over the task…but not the ownership.

Real delegation requires clarity around:

→ What are you accountable for?
→ What decisions can you make without me?
→ When do you need to involve me?
→ What does good look like?
→ How will we know you're succeeding?

Without that clarity, you remain the safety net, and your team remains dependent on you.

So perhaps the better question isn't “How can I delegate more?”

It's “What needs to be true for me to genuinely hand this over?”

That's where the real shift begins.

💬 ...Which is harder for you: trusting someone else to do it, or accepting that they may do it differently from you?

If your business cannot run for two weeks without you, it isn't scalable.

20 years ago, I ran a law firm.

I was a very good lawyer.

Give me a client, a complex issue, a tough negotiation and I was in my element.

Running the business was a different challenge.

Law school taught me how to practise law.
It didn’t teach me how to lead people, build a leadership team, create culture, or scale.

So I relied on what I was good at.

Because I could do it better, faster, and to the standard I expected… I kept doing it.

For a while, that felt like good leadership.

In reality, I was quietly building a business that depended on me far more than I realised.

My strengths became the constraint.

I see the same pattern in founders today.

They’re exceptional at what they do and that’s exactly why they struggle to step back.

No one else seems able to do it quite as well.

But a business can’t scale if the founder remains the answer to every important question.

The shift isn’t about becoming less valuable.

It’s about building the leadership, structure, and capability that allow the business to thrive because of you, not depend on you.

Have you ever noticed a strength that became a constraint in your own business?

Grief has a strange way of teaching you things about leadership you didn't ask to learn.

Over these past weeks, I've had to let things wait.

Emails sat unanswered.

Plans got quietly postponed.

Things I would normally have pushed through, I simply couldn't.

And the business didn't fall apart.

I think there's something in that worth sitting with, not just for me, but for a lot of the founders and leaders I work with.

So many of us build our sense of worth around being needed for everything...being the one who holds it all together, being available, reliable, on it.

And then life forces a pause, and we discover the truth: some of what we thought only we could do, actually didn't need us every single time.

I'm not saying that to diminish anyone's role. I'm saying it because I think it's one of the most freeing (and humbling) things a leader can learn, and most of us only learn it the hard way.

I'm easing back into work slowly, and looking forward to what lies ahead.🌱

At our recently concluded Ignite Ladies Conference, while speaking on "The Extraordinary You", I made this statement to the ladies...

"Stop trying to fit into rooms you are designed to change"

As I start to gradually get back into the rhythm of things following the passing of my mum, yesterday I was in London speaking at the Leadership Pioneering Network Centre Conference hosted at York St. John University London Campus, in partnership with the Centre for Leadership and Empowerment at the University of Greater Manchester.

At first I must admit when I looked at the line up, I thought "why did they ask me? 😊

Professor...Doctor...OBE...I was the only one without a title to my name.

But I showed up as my authentic self and spoke from the heart.

After our session several participants walked up to me to tell me how very much they enjoyed my contributions, in particular the real life stories I used in making my points.

"It made all the theory come alive" one said to me.

There I was starting to feel intimidated by the accomplished academicians on the panel, when all I needed to do was bring what I have.

So grateful I have learned to conquer the voice of my inner critic 🙏

You’re not meant to stand out everywhere, you’re meant to stand out somewhere.

And the very thing you’ve been treating as a deficiency may actually be your greatest differentiator.

Have a wonderful Wednesday ❤

❤️ ⭐️