Multiplying Leadership by Letting Go: The Discipleship of Delegation

As pastors and church leaders, many of us struggle with control issues. I know I do. The temptation to hold onto ministry responsibilities can often be overwhelming. The thought that “no one can do it as well as I can” or “there’s too much of a skill gap between me and someone else” keeps us from handing off tasks. But when we refuse to release the work of ministry, we’re actually refusing to disciple others. And that refusal is a missed opportunity for both us and those we serve.

The call to disciple people goes far beyond our sermons and teachings from the stage. It extends into the opportunities we give others to lead and serve. Discipleship isn't just about imparting spiritual knowledge—it's about creating space for others to step into roles, try their hand at ministry, and sometimes fail. This is a core part of how Jesus discipled His own followers. He didn’t simply teach them; He gave them tasks, sent them out, and then followed up with them, coaching them on what they could learn from their experiences.

The Fear of Letting Go

At the heart of our hesitation is often fear—fear that the work won't be done to the standard we expect, or fear that the ministry will suffer if someone else steps into a role we've owned for years. And yet, when we hold too tightly, we are forsaking part of the discipleship process. By not giving others room to lead, we limit their growth. We limit the potential of the church.

The reality is that people need a place to try, and yes, sometimes to fail. It’s in those moments of trying and failing that real discipleship happens. It doesn’t mean we lower the bar of excellence or expectation. But it does mean we need to create environments and opportunities where others can try, make mistakes, and be coached up.

When I look back on my own journey as a leader, it’s easy to see how my grip on control has held others back from becoming the leaders God has called them to be. I’ve been guilty of thinking, “I’ll just do it myself,” because it’s quicker or it’s easier than walking someone else through the process. But the truth is, when I do that, I’m not just failing to trust others—I’m failing to trust God’s ability to work through others.

Abdication vs. Delegation

A common problem in leadership isn’t just that we hold on too tightly; sometimes, we swing to the other extreme. Rather than delegating effectively, we abdicate responsibility. We give someone a task, wish them luck, and never return to check in. This isn’t delegation; it’s abdication. And it’s a form of neglect.

When we abdicate responsibility, we’re setting others up for failure. We hand them a task and then disappear, assuming they’ll figure it out. When they don’t, we blame them. But the failure is really on us, because we didn’t walk with them through the process. True delegation means walking alongside people, coaching them along the way, helping them succeed not just for the immediate task at hand but for the long haul.

While abdication may seem quicker and easier in the short term, it almost always leads to burnout and frustration—both for us and for the people we hand tasks to. When we abdicate, people are left feeling unsupported and ill-equipped, which leads to turnover. As leaders, we then find ourselves in a constant cycle of replacing people or putting out fires, which makes our jobs harder in the long run. In essence, abdication may save us time at the front end, but it creates more work down the road. When we’re constantly having to replace volunteers or staff, we’re draining time, energy, and resources, all while fostering a culture of burnout.

Multiplication: More Work Now, Less Work Later

On the other hand, delegation—true, thoughtful delegation—requires more work upfront but leads to long-term sustainability. It’s the slow, deliberate work of multiplication. It means investing time and energy into others now so that down the road, they are fully capable of carrying the load without needing constant oversight.

This is the delayed gratification of leadership: It’s the extra time we spend walking alongside someone, coaching them, checking in with them, and guiding them through the process. But eventually, that person won’t need our help. They will be equipped to not only do the work but to train and disciple others, multiplying the leadership capacity of the church.

When we delegate effectively, we create a culture of empowerment and growth. People feel supported, they grow in confidence, and they begin to take ownership of the ministry. This creates sustainability because we’re not constantly burning through leaders and volunteers. Instead, we’re building a community of people who are invested, equipped, and capable of discipling others.

The multiplication model builds a healthier, more effective church in the long run. It’s not about doing less; it’s about doing the right kind of work. It’s about sowing seeds today that will bear fruit tomorrow.

Leading Like Jesus

Ultimately, delegation reflects the leadership model of Jesus. He didn’t do all the ministry Himself—He empowered His disciples to carry it forward. He gave them room to try, to fail, to learn, and to grow. He walked with them, guided them, and eventually released them to carry on the mission after He ascended.

That’s the model we’re called to follow. It’s not about control or perfection; it’s about multiplying the work of ministry by trusting others and investing in their growth. In doing so, we build a sustainable, healthy church that’s capable of carrying out the mission of Christ for generations to come.