Giving work to others.
WHY DELEGATE
So work is done by whoever should do it, and so others develop.
WHAT PREVENTS PEOPLE DELEGATING
Believing it is faster to do it themselves Not trusting the outcome Fear of appearing to avoid work
WHAT THAT PRODUCES
A bottleneck, and people who never develop.
WHAT TO DELEGATE
Anything someone else could do adequately, or could learn to.
WHAT NOT TO DELEGATE
Anything only you can do Responsibility for the outcome, which remains yours
WHAT TO PROVIDE
The objective, not only the task
The context: why it matters
The constraints The deadline What support is available
WHY THE OBJECTIVE
So they can make sensible decisions when reality differs from the instruction.
WHAT TO AGREE
How progress is reported, and when.
WHAT TO AVOID
Delegating and then doing it yourself Correcting without explaining Delegating only unpleasant work
WHAT TO DO WITH THE RESULT
Acknowledge it, and give feedback.
