Setting Delegation Goals

"I'll delegate when I find good people." Translation: "I'll trust them after they prove themselves." Plot twist: They can't prove themselves until you trust them. Break the loop. Delegate to develop. Here's how: 1️⃣ What should you delegate? Everything. Not a joke. You need to design yourself completely out of your old job. Set your sights lower and you'll delegate WAY less than you should. But don't freak out: Responsibly delegating this way will take months. 2️⃣ Set Expectations w/ Your Boss The biggest wild card when delegating: Your boss.  Perfection isn't the target. Command is.  - Must-dos: handled  - Who you're stretching   - Mistakes you anticipate   - How you'll address Remember: You're actually managing your boss. 3️⃣ Set Expectations w/ Yourself  Your team will not do it your way.  So you have a choice: - Waste a ton of time trying to make them you?   - Empower them to creatively do it better?  Remember: 5 people at 80% = 400%. 4️⃣ Triage Your Reality - If you have to hang onto something -> do it.  - If you feel guilty delegating a miserable task -> delete it.  - If you can't delegate them anything -> you have a bigger problem. 5️⃣ Delegate for Your Development  You must create space to grow. Start here:   1) Anything partially delegated -> Completion achieves clarity.  2) Where you add the least value -> Your grind is their growth.  3) The routine -> Ripe for a runbook or automation. 6️⃣ Delegate for Their Development Start with the stretch each employee needs to excel. Easiest place to start: ask them how they want to grow. People usually know. And they'll feel agency over their own mastery. Bonus: Challenge them to find & take that work. Virtuous cycle. 7️⃣ Set Expectations w/ Your Team  Good delegation is more than assigning tasks:  - It's goal-oriented  - It's written down  - It's intentional When you assign "Whys" instead of "Whats", You get Results instead of "Buts". 8️⃣ Climb The Ladder Aim for the step that makes you uncomfortable:     - Steps over Tasks  - Processes over Steps  - Responsibilities over Processes  - Goals over Responsibilities   - Jobs over Goals  Each rung is higher leverage. 9️⃣ Don't Undo Good Work Delegating & walking away - You need to trust. But you also need to verify. - Metrics & surveys are a good starting point. Micromanaging - That's your insecurity, not their effort. - Your new job is to enable, motivate & assess, not step in. ✅ Remember: You're not just delegating tasks. - You're delegating goals. - You're delegating growth. - You're delegating greatness. The best time to start was months ago.  The next best time is today. 🔔 Follow Dave Kline for more posts like this. ♻️ And repost to help those leaders who need to delegate more.

Built 3 companies to $200M. Here's what I learned about delegation: Most CEOs think they're bad at delegating. The real problem? They're delegating wrong. The hard truth: You're not protecting your team by doing everything.     You're: Burning yourself out Bottlenecking growth Breaking trust     Your team needs to feel valued, not protected. Here's my proven system:     1. The Mindset Shift I used to think:  "No one can do this as well as me." Reality check:  When I got a concussion and couldn't work, my team excelled.     They just needed space to step up.     2. The Success Formula Before delegating any task, define: • What does success look like? • What's the deadline? • What resources are needed? • How will we measure results?     Clarity creates confidence.     3. The Communication Machine Create clear channels: • Slack = company chatter • Notion = project discussions • Email = external only • Weekly memos = alignment     No one-off conversations about projects. No decisions in DMs.     4. The Trust Test Ask yourself: "Would I pay someone $1M/year to do what I'm doing right now?" If not, why are YOU doing it? Your job is to: • Set vision • Build systems • Lead strategy • Make key decisions Delegate everything else.     5. The Weekly Ritual Every Friday, ask: • What did I do this week that someone else could do? • What meetings could I skip? • Where am I the bottleneck? • What systems need building?     Then take action.     6. The Team Power-Up Your team needs to know: • Where we're going • Why it matters • How they contribute • What success looks like     Give them this clarity, and they'll surprise you. The Final Truth: A CEO doing $10/hour tasks is a $10/hour CEO. Your company needs you operating at your highest level. Delegation isn't about doing less. It's about focusing on what matters most.   ♻️ Repost to help a leader in your network  🔔 Follow Christine Carrillo for more

The worst advice I’ve ever received about being a better delegator is, “Just learn to be more trusting of people.” Better advice: “Learn to better clarify with people.” As an executive coach, delegation is one of the most requested topics I encounter. The struggle between feeling overwhelmed by tasks and hesitating to trust others with the same level of dedication can be daunting. To enhance delegation skills, it is crucial to shift focus towards clear communication. Instead of simply trusting others, the key lies in better clarifying expectations and intentions. Adopting a future-focused approach, like L. David Marquet's "I intend to" language, can significantly improve delegation dynamics, whether among managers, employees, or peers. Before delegating a task or project, engage in a dialogue with your colleague to align on their intentions: - What do you see as the goal of this project? - What do you think success looks like? - Walk me through the steps you’re planning to take. - What challenges do you expect to encounter? - Who are you planning to involve? - On a scale of 1 to 5, how clear are you on your next steps? - On a scale of 1 to 5, how confident are you in being able to achieve the goal within the timeline? By addressing these discussion points, you can collaboratively tackle obstacles proactively, ensuring that your colleague approaches the task with the same level of diligence and commitment as you would have. You may also reveal learning needs that must be developed before your colleague is prepared to take on the task.

Delegation: Identify the right tasks Not everything can or should be delegated. You need to assess which tasks are suitable for delegation based on their complexity, urgency, and importance. A simple way to do this is to use the Eisenhower matrix, which divides tasks into four categories: do, decide, delegate, and delete. Tasks that are urgent and important should be done by you or decided quickly. Tasks that are important but not urgent should be delegated to someone who has the skills and capacity to handle them. Choose the right person Once you have identified the tasks that can be delegated, you need to choose the right person to delegate them to. You should consider several factors, such as the person's skills, interests, availability, and development goals. You should also think about how the task fits into the person's role and responsibilities, and how it aligns with their strengths and weaknesses. Ideally, you want to delegate tasks that will challenge and motivate the person, while also providing them with an opportunity to learn and grow. Communicate the expectations When you delegate a task, you need to communicate the expectations clearly and concisely. You should explain the purpose, scope, and desired outcome of the task, as well as the deadline, budget, and resources available. You should also specify the level of authority and autonomy that the person has, and the frequency and format of reporting and feedback. You should avoid micromanaging or being too vague, as both can undermine the person's confidence and performance. Instead, you should aim for a balance between giving guidance and giving space. Monitor the progress Delegating a task does not mean that you are no longer responsible for it. You still need to monitor the progress and provide support and feedback as needed. You should check in regularly with the person, but not too often or too intrusively. You should ask open-ended questions, listen actively, and acknowledge their achievements and challenges. You should also be ready to offer help, advice, or resources if they encounter any difficulties or obstacles. However, you should also respect their autonomy and creativity, and avoid interfering or taking over the task. Evaluate the results The final step of delegating effectively is to evaluate the results and provide feedback. You should review the outcome of the task and compare it with the expectations. You should also discuss the process and the lessons learned with the person. You should give constructive and specific feedback, highlighting what went well and what can be improved. You should also express your appreciation and recognition for their efforts and contributions. You should also ask for their feedback on your delegation style and how you can support them better in the future.

If you ever feel like delegating takes longer than doing it yourself, these are the only models you need! Delegation isn’t about giving work away. It’s about creating a system where your team can perform without constant supervision. Here are 5 proven models that make delegation more effective (and less stressful): 1. The Five Levels of Delegation Every task doesn’t need the same level of oversight. Here’s how to choose the right one: Level 1: Do exactly what I ask. Level 2: Research options and bring me a recommendation. Level 3: Decide, then check in before acting. Level 4: Decide and act - keep me informed. Level 5: Take full ownership; I trust your judgment. 2. The DELEGATE Mode Define the task → Empower → Let them know expectations → Establish parameters → Generate commitment → Authorize resources → Track → Evaluate Structure turns delegation into development. 3. The RACI Matrix Clarify roles: Responsible (who does it) Accountable (who owns results) Consulted (who gives input) Informed (who needs updates) It prevents the “too many cooks” problem. 4. The MoSCoW Method Prioritize before delegating: Must-haves, Should-haves, Could-haves, and Won’t-haves. It helps teams stay aligned when everything feels urgent. 5. The Skill-Will Assessment Before delegating, ask two questions: Do they have the skill? (Yes/No) Do they have the will? (Yes/No) High skill + Low will = They need motivation, not instruction Low skill + High will = They need coaching, not criticism The best leaders don’t hoard work. They design systems where others can thrive, and that’s what real influence looks like. P.S. What’s the hardest part of letting go of control for you?

I used to think I could do it all. But in large-scale event planning, that's a recipe for disaster. When you're managing multiple moving parts, you need to delegate the right things to the right people. And that means you need a team you can trust. So here's how to build a strong team and delegate effectively: 𝐏𝐥𝐚𝐧 𝐟𝐨𝐫 𝐝𝐞𝐥𝐞𝐠𝐚𝐭𝐢𝐨𝐧 𝐞𝐚𝐫𝐥𝐲: Identify key roles and responsibilities Create a clear organizational structure Establish deadlines and milestones 𝐌𝐚𝐭𝐜𝐡 𝐭𝐚𝐬𝐤𝐬 𝐭𝐨 𝐭𝐚𝐥𝐞𝐧𝐭𝐬: Assess team members' strengths and weaknesses Assign tasks that align with individual skills Provide opportunities for growth and learning 𝐈𝐦𝐩𝐥𝐞𝐦𝐞𝐧𝐭 𝐞𝐟𝐟𝐞𝐜𝐭𝐢𝐯𝐞 𝐜𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧: Schedule regular check-ins and progress updates Use project management tools for transparency Establish open channels for questions and feedback 𝐓𝐫𝐮𝐬𝐭 𝐚𝐧𝐝 𝐬𝐭𝐞𝐩 𝐛𝐚𝐜𝐤: Resist the urge to micromanage Allow team members to own their responsibilities Focus on overall coordination and strategy Delegation isn't about passing off work. It's about leveraging collective expertise. In the end, a well-delegated event runs smoothly and delivers better results. #eventagency #events #eventsagency

If you need more hours in the day, delegate intentionally. “Delegate to elevate” sounds smart, But nobody teaches how to actually do it. Careless handoffs burn people out. Doing it all yourself makes you the blocker. Don’t get me wrong,  delegating the right way  feels uncomfortable at first, But these 9 moves unlock more progress than you could ever drive alone: 1. Resist the urge to rescue. ↳ People are going to struggle initally. Don’t step in. ↳ When they ask what to do, ask what they’ve tried. Why: If you insist on rescuing, they’ll always wait for it. 2. Give public ownership. ↳ Tie a clear result to people’s names. ↳ Make the handoff official and public. Why: People won’t own it if you might take it back. 3. Coach before, not during. ↳ Walk through context and pitfalls up front. ↳ Let them know where they can come to you. Why: Hovering kills ownership. Prep them and release. 4. Back their judgement. ↳ Support their calls, even if you disagree. ↳ Follow up privately later if needed. Why: Backing them builds their confidence. 5. Prep people to back you up. ↳ Choose someone to shadow you on decisions. ↳ Let them start owning parts of the calls. Why: You can’t delegate if no one’s ready to take over. 6. Hand off meaningful decisions. ↳ Make sure their actions affect the outcome. ↳ Let them lead it without making sure it’s “right.” Why: Delegation is giving control, not just work. 7. Define success. ↳ Explain success in simple terms. ↳ Don’t explain how to get there. Why: People own their path, not your script. 8. Make ownership the role. ↳ Assign responsibilities tied to outcomes. ↳ Talk about ownership in 1:1s. Why: Delegation needs ownership to be expected. 9. Highlight the wins.  ↳ Name the outcome and who owned it. ↳ Praise the thinking more than the delivery. Why: People repeat what gets noticed. Delegation is more than freeing up your time. It’s more than helping you get more done. It’s building leaders who keep moving When you leave the room, It’s how you multiply your impact Both on the team, and the entire business. Which step is most important to you? Let me know in the comments ♻️ Repost to move past slogans. ➕ Follow Sam Krempl for more like this.

The most underrated leadership superpower: It's not the flashy stuff like charisma or public speaking. It's strategic delegation. Delegating effectively is one of the most important skills for any leader or manager. But it's also one of the hardest to master. After leading teams for over a decade, here is my strategic delegation cheat sheet to help you decide what to delegate: Step 1: List All Your Tasks  → Make a master list of everything on your plate. Daily, weekly, and monthly tasks - document them all. This gives you an overview. Step 2: Categorize and Prioritize → Use the Eisenhower Matrix to divide tasks into: - Urgent/Important: Handle these yourself  - Important/Not Urgent: Schedule these - Urgent/Not Important: Delegate these - Not Urgent/Not Important: Eliminate Step 3: Evaluate Complexity  → Assess which tasks require specialized skills or knowledge that only you have. Also consider resource needs. Step 4: Determine Delegation Impact → Think about how delegating certain tasks can provide growth opportunities for your team or free up your time for more important responsibilities. Step 5: Define Expectations → Be clear on decision-making authority, expected outcomes, deadlines, and resource access. Step 6: Match Tasks to the Right People → Consider team members' individual strengths, skills, and workload capacity when assigning tasks. Step 7: Implement Feedback Loops → Schedule regular check-ins to provide support and solicit feedback on the process. Put this checklist into action, and you will maximize productivity while developing your team. The key is taking the time to be thoughtful about what, when, and to whom you delegate. Effective delegation empowers your team, develops skills, and helps you focus on high-impact work. Use these steps to delegate like a pro! — P.S. What's your # 1 tip for effective delegation? Share below! Access my free playbook on 100 tasks you can delegate today. The link is in the comment section.👇 ♻️ Repost this to help other leaders. 🔔 Follow me, Sandra Pellumbi, for wise leadership insights 🦉

**What to Delegate? Everything!** As leaders, one of the biggest challenges we face is the art of delegation. We often hear that we should delegate tasks, but what if I told you the key to success is to delegate everything? Delegation isn’t about passing off work you don’t want to do. It’s about empowering your team, building trust, and focusing on what only you can do. Here’s why you should consider delegating everything: 1. **Maximize Productivity:** By delegating tasks, you free up your time to focus on high-impact activities that drive the business forward. Your team members can take on tasks that match their skills and interests, leading to higher efficiency and productivity. 2. **Develop Your Team:** Delegation is a powerful tool for professional growth. When you delegate, you provide opportunities for your team members to learn, develop new skills, and gain confidence in their abilities. This not only enhances their job satisfaction but also prepares them for future leadership roles. 3. **Enhance Decision-Making:** When team members are involved in various aspects of the business, they gain a broader perspective. This diversified experience allows for more informed decision-making and innovative solutions to challenges. 4. **Boost Morale and Engagement:** Trusting your team with important tasks shows that you value their contributions. This trust boosts morale, increases engagement, and fosters a positive work environment where everyone feels valued and respected. 5. **Focus on Strategic Leadership:** As a leader, your primary role should be strategic planning and vision. By delegating operational tasks, you can concentrate on long-term goals, stakeholder relationships, and driving the company’s mission forward. 6. **Avoid Burnout:** Trying to do everything yourself leads to burnout and reduces your effectiveness. Delegation ensures that workload is evenly distributed, maintaining a healthy work-life balance for everyone. **How to Delegate Effectively:** 1. **Identify the Right Tasks:** Not everything can or should be delegated. Focus on routine, time-consuming tasks that don’t require your unique expertise. 2. **Choose the Right People:** Match tasks to team members based on their skills, experience, and development goals. This ensures tasks are completed efficiently and to a high standard. 3. **Provide Clear Instructions:** Be clear about your expectations, deadlines, and any specific requirements. Provide the necessary resources and support to set your team up for success. 4. **Trust Your Team:** Once you’ve delegated a task, step back and let your team handle it. Trust their judgment and avoid micromanaging. 5. **Give Feedback and Recognition:** Provide constructive feedback to help your team improve and recognize their efforts and achievements. This reinforces positive behavior and encourages continuous improvement. #Leadership #Delegation #Teamwork #Productivity #ProfessionalGrowth

Delegation Done Right.. Can 10x Your Growth. Here is How.. Leaders think they’re delegating. They assign tasks, follow up, and things seem smooth. Yet, the company isn’t scaling. 🚨 Why? Because delegation isn’t just about handing off work. It’s about what you delegate and how much control you give away. Most leaders get stuck at Level 1. To truly grow, you need to move through the three levels that I call.. TDO: Task → Decision → Outcome. Level 1: T – Task Delegation (Doing the Work) This is basic delegation—you assign a task, set clear steps, and expect execution. 📝 Example: You tell an employee: ➡️ “Post content on LinkedIn every Monday and Thursday.” ✅ The task gets done. ❌ But they don’t think beyond execution. 👀 Looks good on the surface, but you’re still the strategist. Level 2: D – Decision Delegation (Solving the How) Now, you step back and let them figure out the best way to execute. 📌 Example: Instead of dictating posts, you say: ➡️ “Figure out the best posting schedule and test different content types.” ✅ They experiment, analyze engagement, and tweak the process. ❌ But you’re still setting the overall direction. 👀 Better. But you’re still the north star. Level 3: O – Outcome Delegation (Owning the Result) This is true delegation—where you delegate the outcome, not just tasks or decisions. 🚀 Example: You give them a goal: ➡️ “Increase LinkedIn engagement by 50% in 6 months.” ✅ They own the result, decide the content strategy, and pivot as needed. ❌ You guide when necessary—but don’t interfere. 👀 Now, they own the success. Want to scale? Delegate outcomes. As you add (or mentor) team members to whom you can delegate outcome, the business starts scaling exponentially. Most leaders get stuck at T or D—and that’s why their organizations hit a ceiling. Its not easy to move to Level 3, because it needs the right mindset, as well as the right protegee - someone who brings energy, curiousity, and intent. It may be time taking, at times frustrating, but surely very satisfying at the end. 💡 Leadership isn’t about control. It’s about creating leaders. As Sarah Hasan always reminds me: "The best leaders don’t have the right answers. They ask the right questions." 📢 Which level are you at? What are your challenges in moving your team up the ladder? Picture: with Dawa Tashi Sherpa, who is a born leader, and leads several treks and expeditions in Nepal and beyond.