You already know that to lead more effectively, you must delegate many tasks to underlings to free yourself for more important matters. If you’re overloaded, then you’ll either assign less critical work to staffers or become a micromanaging pest who drives away talented employees. But the sad truth of delegating is that the work probably won’t get done as well as if you had taken care of it yourself. Accept that harsh reality now—don’t fight it. Once you realize that 80- or 90-percent adequacy will suffice (as opposed to your ability to produce 95- or 100-percent results), then you can move on without lamenting the fact you cannot do everything. Weigh the considerable benefits of using your limited time more wisely against the cost of not accomplishing a relatively minor job to perfection. This pragmatic attitude may help you delegate more confidently without fretting over every little task.