Delegation
The process of assigning responsibility and authority for tasks to others.
Also known as: Task Delegation, Empowerment, Delegation of Authority
Category: Techniques
Tags: management, leadership, teams, empowerment, productivity, growth
Explanation
Delegation is the management practice of entrusting tasks, responsibilities, and decision-making authority to others. Effective delegation is a critical skill for leaders and a key enabler of team growth and organizational scalability.
Why delegation matters:
1. Scalability - Leaders can't do everything themselves
2. Development - Team members grow through increased responsibility
3. Engagement - Autonomy increases motivation
4. Focus - Leaders can concentrate on high-leverage activities
5. Succession - Builds organizational depth and resilience
The Delegation Spectrum (Management 3.0):
1. Tell - Leader makes decision and communicates it
2. Sell - Leader makes decision and explains reasoning
3. Consult - Leader seeks input before deciding
4. Agree - Leader and delegate decide together
5. Advise - Leader offers input; delegate decides
6. Inquire - Delegate decides and informs leader
7. Delegate - Full authority with no required reporting
What to delegate:
- Tasks others can do (even if differently)
- Routine decisions within established guidelines
- Development opportunities for team members
- Work that matches others' strengths or growth goals
What NOT to delegate:
- Hiring, firing, and personnel decisions
- Performance management conversations
- Crisis situations requiring immediate leadership
- Confidential or politically sensitive matters
- Tasks requiring your unique expertise or relationships
Effective delegation requires:
- Clear expectations and success criteria
- Appropriate authority matching responsibility
- Sufficient context and resources
- Agreed check-in points (not micromanagement)
- Psychological safety to make mistakes
Common delegation failures:
- Delegating without authority (responsibility without power)
- Hovering or micromanaging after delegating
- Taking back work when it gets difficult
- Delegating only boring tasks, never development opportunities
- Failing to provide context or success criteria
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