Introduction

Delegating tasks without dropping quality is tough but doable with the right approach. Learn five tactics to pass work on and keep a high bar.

What’s the problem it solves?

Managers know they should hand off work but worry the results won’t meet their standards. They end up doing too much themselves or spending extra time fixing others’ work.

Quick Summary

Delegation isn’t just “you do it” or “I do it.” It’s a spectrum where you choose how much to guide someone based on their experience with that task. By judging their “task-relevant maturity,” you decide how often to check in and when to step back.

Managers often hide behind work they know well because it feels safer. Calling out that urge helps you push past your comfort zone and free up time for bigger priorities. Before handing off a project, spend a few minutes sharing context, goals, and risks so your team can move forward with confidence.

Finally, don’t own every individual-contributor task yourself. Instead, review drafts in batches, give clear feedback, and let your team apply your lessons. This way you stay involved as a coach without doing all the heavy lifting.

Key Takeaways

• Delegation is a spectrum, not an either-or choice.
• Use task-relevant maturity to decide how much support each person needs.
• Avoid doing work you enjoy just to stay in your comfort zone.
• Invest a few minutes upfront to explain goals, context, and risks.
• Review your team’s work in batches and coach rather than own every task.

What to do

• For each task, rate your team member’s experience and set check-in frequency accordingly.
• Notice when you’re choosing tasks you like and resist the urge to do them yourself.
• Before delegating, spend 5–10 minutes outlining why the task matters and what success looks like.
• Ask your direct reports to bring multiple drafts at once so you can review and give feedback in one session.
• Shift from executing work yourself to guiding your team’s solutions with high-level feedback.

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