Getting work done through others.
WHY IT IS NECESSARY
Your capacity is fixed, and everything you keep limits what the business can do.
WHY PEOPLE AVOID IT
It is faster to do it themselves, once They fear it will be done differently They enjoy the work They do not trust the person
WHY THE FIRST REASON FAILS
It is true once and false every subsequent time.
WHAT TO DELEGATE
Work others could do Work others could do better Work that develops someone Anything not requiring your specific judgement
WHAT NOT TO DELEGATE
Decisions only you can make Matters of confidence Difficult conversations that are yours to have
WHAT DELEGATING PROPERLY REQUIRES
Explaining the outcome, not the method Giving authority alongside responsibility Agreeing what good looks like Agreeing check points Being available
WHY THE OUTCOME RATHER THAN THE METHOD
Specifying every step is supervision, and it produces no capability.
WHAT TO ACCEPT
That it will be done differently.
WHAT TO ASSESS
Whether the result is acceptable, not whether it matches how you would have done it.
WHAT TO ESTABLISH
What decisions they may make alone.
WHY
Delegation without authority produces constant referral back.
WHAT TO DO ABOUT MISTAKES
Treat recoverable ones as the cost of building capability.
WHY
Taking work back at the first error ends delegation permanently.
WHAT TO AVOID
Delegating and then interfering Delegating only unpleasant work
WHAT TO DO AFTERWARDS
Acknowledge the work.
