How To Delegate

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Leader

Delegate

It’s normal to think of delegation as simply offloading tasks to team members. As a manager, you’re still responsible for the outcome, even though the tasks are performed by others. You can’t delegate your managerial responsibilities, such as performance management tasks. But everything else is an opportunity for delegation.

Before Delegation

To delegate effectively, start by deciding on two things:

• What to delegate
• And who you will delegate to

During Delegation

There are two things you must do to delegate effectively as a manager:

• Explain the task clearly - Schedule some face time with your report. Provide clear and concise instructions. What are you trying to achieve? To delegate effectively, delegate problems, not tasks. Think of yourself as a coach. Your job is to help others work through their problems and find their solutions. Don’t talk about how a task needs to be done. Talk about what needs to be achieved.

• Define the level of delegation - Define the level of delegation. This sets the expectation for both parties of the delegated task.

  Here are the 5 levels in a nutshell:

  • Do as I say. This is the “execute” level. At this level you give instructions
  • Research and report back. Delegate the time-consuming research. You’ll only need to decide
  • Research and make a recommendation. Your team member should be able to recommend what he/she believes to be the best option
  • Decide and inform. “Make the best decision you can, based on your research, but keep me updated at all times”
  • Act independently. Total freedom

The Levels of Delegation Framework

Use 7 levels of delegation to decide how much control to give:

• Tell - You decide and inform.
• Sell - You decide, but explain your reasoning.
• Consult - You seek input but decide.
• Agree - You and the team decide together.
• Advise - They decide, but you provide input.
• Inquire - They decide, and you ask for updates.
• Delegate - Full ownership is theirs.

This ensures the right balance of autonomy and oversight.

The Leadership Pipeline Model

This model emphasizes shifting from “doing” to “leading”:

• At the operational level, delegate routine tasks to focus on results.
• At the managerial level, delegate decisions to empower your team.
• At the leadership level, delegate ownership of initiatives to develop future leaders.

RACI Framework

Define clear roles for every task:

• Responsible: The person doing the work.
• Accountable: The person ensuring the task is completed.
• Consulted: Stakeholders providing input.
• Informed: Those who need updates.

This ensures clarity and avoids misunderstandings.

Practical Tips

1. Be Clear About What You Need: Explain the task, the deadline, and the specific result you’re expecting. Don’t leave room for guesswork. For example: “I need a one- page summary of our Q1 sales trends by Thursday. Focus on the biggest wins and challenges.”
2. Pick the Right Person for the Job: Assign tasks based on strengths, skills, and availability. For example: “Since you’ve done similar projects before, I’d like you to handle this analysis.”
3. Provide What They Need to Get Started: Set them up with the right tools, resources, or context. For example: “Here’s a link to the raw data. I’ve also included last quarter’s report so you have a reference.”
4. Set Progress Checkpoints: Avoid last-minute surprises by scheduling quick updates. For example: “Let’s check in on Tuesday to review the outline and see if you’re on track.”
5. Be Available Without Micromanaging: Let them know you’re there for support if needed but trust them to take the lead. For example: “If you run into roadblocks, send me a quick email and we’ll tackle it together.”
6. Recognize and Reflect Afterward: Thank them for their effort and discuss what went well or could improve. For example: “Your presentation was well-researched and clear. Next time, let’s include visuals to make it even stronger.”