Most leaders aren’t clueless about what they delegate. In fact, many know all too well that what they’re handing off is beyond the current capacity of the employee receiving it. The problem isn’t lack of awareness. It’s lack of choice. There’s simply no one else to delegate to. Of course, delegation should never be about offloading tasks. It’s always about developing others. The reality, however, is that in such situations it inevitably becomes just a matter of getting the job done. The real question is: how do you, as a leader, step in when facing a force majeure—when what needs to be delegated exceeds what your people can realistically handle?
The Problem:
Imagine this: you’re leading a stretched team, and a critical task lands on your desk: tight timeline, high stakes, no room for delay. You look around, and there’s no ideal delegatee. You choose the only person available, fully aware they’re not ready. As the deadline approaches, they fall behind, make mistakes, and their confidence begins to crack. Meanwhile, you’re left firefighting, doing damage control and coaching simultaneously. This isn’t a failure of delegation. It’s a structural failure of capacity. And yet, you’re expected to lead through it.
Brain-Based Recommendations to Leaders:
So what does effective delegation look like when there’s no ideal choice, only necessity?
First, delegation must be incremental. In normal circumstances, leaders stretch their people gradually, assigning tasks that are just challenging enough to spark growth without overwhelming them. If moments of force majeure become frequent, it’s often a sign of an underlying delegation or coaching gap. In that case, the leader must label the situation for what it is: not business as usual, but a stretch born out of urgency. When a leader clearly communicates that, the delegatee understands they’re not being set up for failure—they’re being trusted under pressure. This distinction is CRUCIAL.
Second, the delegatee must know this won’t be the norm. If such high-pressure handovers are common, the issue isn’t just about the delegatee’s capacity. It’s a broader problem of time management and people development. Leaders need to coach more, delegate earlier, and shrink the size of their “Important and Urgent” quadrant. Emergency delegation should be the exception, not the rule.
Third, the delegatee must feel supported. This doesn’t mean micromanaging. It means you being present. The leader might step in more frequently, check progress without judgment more regularly, or assign additional teammates to provide backup. The message should be clear: “This is not just your problem. You’re not alone. I know this is a stretch, and I’m with you.”
Fourth, clarity and agreement are non-negotiable. Even in a rush, the leader must define what success and failure look like. What’s acceptable? What’s not? Where are the bottlenecks likely to happen? When do we regroup? A mutual understanding reduces the risk of missteps and gives the delegatee a solid map to follow under pressure. Under such circumstances, communication is more important than ever. Overdo it.
Fifth, involve the delegatee. Ask how they’d approach it. When people feel they have a say in how to deliver the task, their confidence increases, even if the challenge remains steep, even if they end up asking you for solutions. This conversation alone can activate problem-solving and commitment that wouldn’t arise in a top-down command.
And finally, acknowledge the emotional journey. When someone is pushed beyond their current skill level, their brain may respond with stress chemicals that impair focus and creativity. A good leader names the discomfort, not to dramatize it, but to normalize it: “It’s okay to feel overwhelmed. This is a stretch for both of us, and that’s expected.” This fosters trust, reduces shame, normalizes the situand keeps the delegatee in a learning mindset.
Benefits:
Once the storm has passed, if the delegatee’s performance is acceptable or better, they should be praised and rewarded. If the outcome is a failure, they must still be recognized for their courage and willingness to support the organization in a tough moment, and the failure should be treated as the team’s, with a focus on learning from it together.
This kind of delegation under pressure is not just about getting through a crisis. It’s a reflection of vulnerable leadership, where mistakes are treated as opportunities for growth, not crimes. When leaders publicly recognize and reward those who step up—regardless of the outcome—they signal to the whole team that courage is valued, and that failure, when handled with integrity, is a shared learning experience. In desperate moments, people will only step in if they believe they won’t be punished for doing so.
Handled this way, the benefits are real and lasting:
- Accelerated Growth
A well-supported stretch assignment helps employees grow faster. Challenging work builds capability and confidence in ways routine tasks never could. - Stronger Trust and Engagement
When leaders acknowledge the difficulty and stay present, they create psychological safety. This deepens trust and keeps employees engaged—even when stakes are high. - Better Team Resilience
Framing delegation as development—not desperation—builds a culture of mutual support. Teams become more adaptable, collaborative, and ready for future challenges.
Smarter Leadership Habits
Leaders who reflect on these moments are more likely to shift from reactive to proactive delegation—investing in coaching, role clarity, and skill development to prevent future crunches.
