Delegation That Develops People

Why Leaders Don’t Delegate

In the previous lesson, we built the trust foundation that makes delegation possible. Now let’s build on that foundation.

Most managers know they should delegate more. They still don’t. Here’s why:

“It’s faster if I just do it myself.” True in the short term. Catastrophic in the long term. If only you can do the work, you become the bottleneck for everything.

“They won’t do it as well as I would.” Possibly true today. But they’ll never learn if you never let them try. And “as well as I would” might not be the right bar.

“I don’t have time to explain it.” You don’t have time not to. Every task you hoard is a task that depends entirely on you. Get sick, go on vacation, or get promoted, and those tasks stop.

“What if they fail?” Then they learn something valuable. Your job isn’t to prevent all failure—it’s to create an environment where failure teaches rather than destroys.

The Delegation Framework

Not all work should be delegated the same way. Use this framework:

Level 1: Task (“Do this specific thing”)

• Clear, defined, little judgment needed
• Good for: New team members, routine work
• Your involvement: Provide instructions, check the output

Level 2: Project (“Achieve this outcome”)

• Defined outcome, flexible approach
• Good for: Developing team members, moderate complexity
• Your involvement: Set expectations, review milestones

Level 3: Ownership (“You’re responsible for this area”)

• Ongoing responsibility, full decision-making authority
• Good for: Senior team members, strategic areas
• Your involvement: Set boundaries, provide coaching, review results

Level 4: Leadership (“Build and lead this”)

• Create something new, lead others, make judgment calls
• Good for: Future leaders, high-growth individuals
• Your involvement: Advise when asked, remove obstacles

Use AI to determine the right level:

I want to delegate [task/project/area] to [team member description].

Their current skill level for this work: [novice/developing/proficient/expert]
The stakes if it goes wrong: [low/medium/high]
Time pressure: [flexible/moderate/urgent]

Recommend:
1. Which delegation level is appropriate
2. How to frame the delegation conversation
3. What checkpoints to set
4. How to support without micromanaging

The Delegation Conversation

How you delegate matters as much as what you delegate. Use this structure:

1. Context (Why This Matters)

“I’m asking you to handle this because…”

• Connect it to team goals or business impact
• Explain why them specifically (what strength or development opportunity)

2. Outcome (What Success Looks Like)

“A great result would be…”

• Describe the end state, not the steps
• Include quality standards and constraints
• Be specific about deadlines

3. Authority (What They Can Decide)

“You have full authority to…”

• Define what decisions they can make independently
• Define what requires consultation
• Define what requires your approval

4. Support (What Help Is Available)

“I’m here if you need…”

• Offer resources and connections
• Set check-in points
• Make your availability clear

5. Trust (Your Confidence)

“I’m confident you can do this because…”

• Reference specific past performance
• Acknowledge the stretch if it’s a development opportunity
• Express genuine confidence

Quick Check

A manager says: “I need you to redesign the onboarding process. The current one takes too long. Have it done by the end of the month. Here’s how I’d approach it…” and proceeds to describe their exact plan.

What’s wrong with this delegation?

The Development Delegation Matrix

Map your team members to plan developmental delegation:

AI: Here are my team members and their development needs:

[List each person: role, strengths, growth areas]

For each person, suggest:
1. A specific delegation opportunity that develops their growth area
2. The appropriate delegation level
3. How to frame it as a development opportunity, not extra work
4. What support they'll need to succeed

Common Delegation Mistakes

Handling Reverse Delegation

When someone tries to give the work back:

They say: “I’m stuck. Can you just handle this part?” Don’t say: “Sure, give it to me.” Do say: “What have you tried? What are your options? Which option do you think is best?”

You’re coaching them to solve it, not solving it for them.

Monitoring Without Micromanaging

The balance between oversight and trust:

Set Check-In Rhythms by Level:

• Level 1 (Task): Check output when complete
• Level 2 (Project): Weekly or milestone-based check-ins
• Level 3 (Ownership): Monthly review of key metrics
• Level 4 (Leadership): Quarterly strategic discussion

The Check-In Framework:

1. How’s it going? (Let them lead)
2. What’s working well? (Reinforce good decisions)
3. Where are you stuck? (Offer coaching, not solutions)
4. What do you need from me? (Support, not control)

Exercise: Plan a Delegation

Choose one task or project you should delegate:

1. Identify who on your team is the right person
2. Determine the delegation level (1-4)
3. Draft the delegation conversation using the five elements
4. Plan your check-in rhythm
5. Use AI to role-play the conversation and get coaching on your approach

Key Takeaways

• Delegation develops people; task assignment just moves work around
• Use four levels (Task, Project, Ownership, Leadership) matched to skill and stakes
• The delegation conversation covers: context, outcome, authority, support, and trust
• Always transfer authority alongside responsibility—otherwise it’s not real delegation
• Monitor by level: tasks get checked at completion, ownership gets monthly reviews
• Resist reverse delegation by coaching instead of rescuing

Up next: In the next lesson, we’ll dive into Delivering Effective Feedback.