How to Delegate So the Work Does Not Come Back to You

Decide what to hand over first

Make a list of everything you did last week. Mark each item as something only you can do, something someone else could do with some guidance, or something anyone could do. The second and third categories are your delegation candidates.

Begin with recurring tasks, such as weekly reports, supplier follow-ups, routine customer queries or scheduling. They are low risk, repeat often and give the other person many chances to improve.

Match the task to the person

Think about skill and will. A person with skill and enthusiasm can be given the whole task. Someone enthusiastic but new needs more guidance. A skilled person who is reluctant needs to understand why it matters and what is in it for them.

Be honest about stretch. A task a little above someone's current level helps them grow; one far above it sets both of you up for frustration. If nobody is ready, that is useful information about training.

Brief the outcome, not just the steps

A good brief answers five questions: what result do you want, why does it matter, by when, what authority does the person have, and what should they bring back to you. Say what a good result looks like, perhaps with an example from earlier work.

Be clear about decisions. 'You can approve discounts up to the limit we agreed; above that, check with me' prevents both overreach and the constant question 'Can I do this?'. Ask them to repeat the brief back in their own words, and fix any gaps on the spot.

• The result, in one sentence
• The deadline and any milestones
• Decisions they can make alone, and decisions they should bring to you
• Resources and people they can use

Agree check-ins, then step back

Set one or two review points in advance, scaled to the risk of the task. A check-in is a scheduled conversation, not an unannounced hover. Early on, you might look at a draft; later, only the final result.

When mistakes happen, and they will, ask what happened and what they would do differently before you offer your own view. If you take the task back at the first error, people learn that the safest move is to keep passing it up to you.

Notice your own habits

Reverse delegation happens when someone says 'I am stuck, can you just do it?' and you agree. Instead, ask 'What have you tried, and what do you think we should do?'. Let them leave the conversation still holding the problem.

Also watch for perfectionism. If the result is eighty per cent as good as yours and meets the purpose, accept it, give notes and move on. You can raise the standard over time, but redoing everything quietly teaches nobody anything.