They'll be glad to help, especially if they gain skills and exposure in the process.
2. "I don't get paid enough to deal with this."
You're right. Great leaders are chronically under-compensated and under-appreciated, and that will probably never change.
But great employers see the satisfaction they gain from praising, developing, mentoring, and helping employees reach their goals as a part of their total compensation package.
If you don't see it that way, rethink whether you want to lead people; otherwise you'll always be unsatisfied.
3. "My employees work better when I leave them alone."
If that's true, it means you're the problem.
Great employees don't need (or want) to be told what to do, but they do need to hear they do a great job -- it will help them learn about new directions or strategies. Everyone likes some amount of attention.
Just make sure the attention you give makes a positive impact.
4. "This process was created by someone who doesn't have to implement it."
Often true. For example, many human resources specialists have never worked in a shop-floor leadership role, but that doesn't mean certain initiatives are not worthwhile.
You may not like creating development plans, but don't just go through the motions. Work hard to make sure your plans actually develop your employees. And if you don't like a policy or guideline, don't ignore it; work to make it better.
It's every boss's responsibility to make sure company policies protect and promote employee interests to the greatest extent possible.
5. "I can't deal with all the politics."
Company politics can be a factor even for a business owner (theoretically) in total command of the operation.
By all means, expect your employees to do their jobs, but praise them when they do -- because that's your job.
8. "Well, that's how I was trained."
Do you train employees by tossing them into the fire simply because that's how you were once treated? Whenever you feel something was "good enough for me," realize that it isn't good enough for your employees.
Determine the best way to train and develop employees and then make it happen. Any bad experiences you had should shape a more positive approach, not serve as a blueprint.
9. "I need to spend some time with employees … so hey, I'll go talk to Mike."
You need to get to know employees on a personal level, but do you typically gravitate toward the employees with whom you share common interests?