Delegation gets difficult when one person hands off a task and the other person receives a different set of expectations. A little clarity before the work begins can make the conversation much more useful.
Answer five questions together.
- What outcome are we working toward?
Describe the result, its purpose, and who will use it. - What does good look like?
Name the quality expectations, constraints, and examples that matter. - What decisions can you make?
Clarify the boundaries of ownership and what should be brought back for discussion. - When will we check in?
Agree on a useful checkpoint before the deadline, while there is still room to adjust. - What might get in the way?
Invite questions about resources, competing priorities, and support.
Try this: “Tell me how you understand the outcome and your next step.” Listen for alignment before adding more direction.
Leave room for ownership.
Once the outcome and boundaries are clear, give the person room to choose an approach. Stay available for questions without turning every decision into an approval request.
Review the learning as well as the result.
When the work is finished, discuss what helped and what should be clearer next time. Delegation is also a chance to develop someone’s judgment and confidence.
Bring the idea into your organization.
Tell us about the situation you’re working through and the people you want to develop.
Develop your leadersThis is proposed editorial copy for review by Dave and Christy before publication.
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