Handing work over.
WHY IT IS DIFFICULT
You can do it faster, and the outcome feels safer in your hands.
WHY THAT REASONING FAILS
It caps the team at your capacity and prevents anyone developing.
WHAT TO DELEGATE FIRST
Work that is repeatable Work someone else could do adequately Work that develops someone
WHAT NOT TO DELEGATE
Decisions only you can make Difficult personnel matters Anything you have not defined
WHAT DELEGATION REQUIRES
A clear outcome Context about why it matters The authority to do it Agreement on when it is due Agreement on when to come back to you
WHY AUTHORITY MATTERS
Responsibility without it produces people who cannot act.
WHAT TO DEFINE
What decisions they may take alone, and what to check first.
WHAT TO AVOID
Delegating the task and keeping the decisions Specifying exactly how Taking it back at the first difficulty
WHY TAKING IT BACK IS DAMAGING
It teaches that struggling produces rescue, and it removes the learning.
WHAT TO DO INSTEAD
Ask what they have considered, and let them decide.
WHAT TO EXPECT
It will be done differently, and sometimes worse at first.
WHAT TO ACCEPT
Adequate is sufficient for most work.
WHAT TO CHECK
The outcome, not the method.
WHAT TO DO AFTERWARDS
Give feedback on how it went.
