You're six months into the VP role. You get your assessment back and delegation is on the list of opportunity areas.
Which is confusing. You delegated fine as a Director. You've been doing this for years.
Here's what nobody tells you about the jump. Part of it is the stakes — what you hand off now is more consequential, the downside of it going wrong is bigger, and your comfort with risk is being stretched past wherever it's been sitting.
But that's not the hard part.
Delegating at this level means you don't get to be the one with the answer. You don't get to be the hero who saves the day. Being the person who could step in and fix it is a lot of what got you here — and letting go of the work means letting go of being that person.
That's not a skill gap. It's an identity you're attached to, and you built it for good reason. It worked. It was rewarded. It felt good.
Which is why reading about delegation doesn't move it, and why it stays on your development plan year after year. Releasing an identity that's been reliably rewarded for fifteen years isn't something you talk yourself out of alone.
That's the work. And it's what a good coach is actually for.