Over half of my executive coaching clients have “improve delegating effectiveness” as a development priority.  All are experienced senior players; each has a long, successful track record.  And yet, they all share a simple, yet profound blind spot that turns them, and the people they delegate to, into jug heads. Last year, I began work with an especially talented client.  As the new CEO of a mid-sized Chamber of Commerce, her board suggested she engage me to help her “change the Chamber’s leadership culture.”  After she quickly reviewed her background and the Chamber’s priorities, Chris got right to the point:  “I’m not sure I’ve got the right team.  They’re fairly experienced, but they lack urgency. I have to keep following up just to make sure things get done and I really don’t have the time to babysit senior staff.”