Delegation · 2 min read
Delegate the decision, not just the work.
Handing off a task can clear an afternoon. Handing off a decision gives someone a chance to become more capable. The difference is whether they can choose a course of action without waiting for your approval.
Name the choice
Choose one recurring decision and describe it in a sentence. “Own the weekly schedule” is a starting point, but it leaves questions. Who can approve changes? What coverage must stay in place? Which exceptions need another conversation? Write those boundaries together.
Share the reasoning
Explain what you weigh when you make this choice. Perhaps consistency matters more than convenience, or a short-term fix creates trouble for another shift. Share a recent example and ask the manager how they would approach it. Make the tradeoffs visible.
Agree on a review
Set a time to review the first few decisions. Ask what they noticed, what they chose, and what happened. Avoid requiring advance approval for every step after promising ownership. If the boundary needs to change, say so clearly and explain the reason.
Let a different approach work
A decision can be sound without matching your preference. Evaluate it against the agreed outcome and limits. When you correct every stylistic difference, the team learns that waiting for you is easier than using its judgment.