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From Outpost Blog : For someone who prefers knowing that I alone control the outcome of a project, trusting others to hold up their end wasn’t an easy thing to do. It felt so blind; maybe my teammates would do a good job, but maybe not. Maybe they wouldn’t do the work at all, and I’d be left to pick up the pieces. Sometimes I’d throw up my hands and just take on all the work; hey, at least then it’d get done, right? Other times, I’d delegate like crazy and cross my fingers. Still, the entire process always felt a bit hellish and not conducive to putting out great work. It’s an experience that probably rings true to many new entrepreneurs and small business owners. In the beginning, it was likely just you—you were the only one running your business, making key decisions, and doing the work. You did the whole “group project” on your own; while it may have meant a lot of late nights and gnashing of teeth, you could be confident that everything was being done to your standards, a

Delegating is one of the oldest management principles around. But experts have pushed the concept so hard that it often seems like the best leaders delegate literally everything. In my career I've met more than a few managers who do just that -- they hand off or dump so much on others that the delegators lose touch with too much of what's going on in their business. Managers who stay too close to people and their projects are often thought of as unproductive and inefficient, micromanaging, old-school. But it's important to know the difference between handing-off and being hands-off. More from CBS News Moneywatch .