Telling someone
“Ellen, can you pick up the supplier acquisition process and report back?” isn’t delegation.
It’s assigning a task without transferring ownership, authority, or trust.
Effective delegation means handing over ownership — not just the task list.
That includes:
- Information and documentation
- Stakeholder contacts
- Deliverables and timelines
- Decision-making boundaries
And here’s the part most leaders underestimate: delegation takes time.
While a simple task might take 10–30 minutes to hand over, a complex project can take 90–120 minutes across several conversations.
And the investment pays off — in better outcomes and better sleep.
Delegation breaks down for two reasons — their side and your side.
From Their Side:
- They don’t understand the 'why' — the purpose or stakes — behind the task
- They’re unsure if this is a stretch opportunity or a setup for scrutiny
- They don’t know how to do it, or they feel micromanaged when they try
- They’re overloaded, with no room to reprioritise
- There’s unresolved tension or lack of trust between you
From Your Side:
- You’ve half-delegated — not transferred true ownership
- You were too prescriptive or too vague
- You didn’t mentor, coach, or check in enough (or you checked in too often)
- You failed to clarify their level of authority — where decision rights begin and end
- You assumed they understood the process, standards, or risks
- You overestimated their capability or fit
A lot can go wrong — and most of it can be traced back to how the conversation started.
Here are five ways to delegate more effectively, the Coach-Leadership way.
1. Be Clear About Freedom and Authority
- Do they have the freedom to decide how they complete the task?
- Are there non-negotiable steps or compliance processes?
- Have you clarified what decisions they can make, and when you’ll need to approve?
When you give full authority, introduce them to stakeholders as the lead.
Support them openly, and clear any red tape that could slow them down.
2. If It’s a Stretch, Support the Growth
Stretch tasks build capability — but only if they’re supported.
Make sure you:
- Provide context, contacts, resources, and decision-making scope.
- Remove something else from their workload if necessary.
- Offer regular check-ins and coaching conversations.
- Coaching in the moment turns delegation into a development opportunity.
3. Be the Leader They Need to Succeed
- Ask yourself: Who do I need to be in this conversation?
- Are you being patient enough — or too patient?
- Are you clear about what success looks like?
- Are you available to guide without controlling?
When things feel off-track, resist the urge to take over.
Instead, run a calm check-in:
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"How are things going? What’s your plan? Where are you stuck? What support would help unblock you?"
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And always end with:
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"Was that helpful? What could we do differently next time?"
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This keeps responsibility where it belongs — with them — while you model coaching leadership.
4. Be Crystal Clear About Consequences
Clarity prevents stress.
Be upfront about:
The impact of success (recognition, autonomy, growth)
The impact of failure (learning, accountability, adjustments)
How their work affects others
Delegation is a mirror — it reflects your leadership values. If you tolerate underperformance, the team learns that standards don’t matter.
If you delegate well, you teach ownership, trust, and accountability.
5. Remember — How You Delegate Shapes Culture
Every act of delegation sends a cultural message.
Do you delegate thoughtfully, aligning with your organisation’s values?
Or do you rush it, signalling that people and quality are secondary to speed?
Poor delegation creates mistrust — people feel set up to fail.
Great delegation builds engagement, confidence, and collective ownership.
If someone keeps coming back with questions, it’s a sign of missing clarity, confidence, or structure — not incompetence.
Step back, review, and adjust.
And if the stretch is too great, re-assign the task gracefully — with compassion and alignment, not blame.
Delegation is one of the hardest leadership skills to master because it exposes our need for control and our fear of failure.
But it’s also one of the most powerful.
When you delegate the Coach-Leadership way, you:
- Build accountability and trust
- Grow your people’s confidence and skill
- Create space for strategic thinking
- And yes — finally get a good night’s sleep
If you’re ready to change how you lead — to move from stress and struggle to clarity and connection — then this is your next step.
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