Many managers say, “It’s quicker to do it myself.” That may be true the first time, but over time it becomes a queue of tasks waiting for the manager’s signature and a team that learns nothing new. The Chartered Management Institute (CMI) highlights perfectionism as one of the main psychological barriers to delegation, and notes that taking on too much weakens the quality of work, leads to burnout and stops the team developing its skills. ^[3]

Delegation has a measurable effect. In a Gallup study of 143 CEOs of fast-growing companies, those with high delegator talent averaged three-year growth 112 percentage points higher and revenue 33% higher. ^[1] The study looked at entrepreneurs, but the idea applies to any manager: your time is limited, and delegation is what multiplies your team’s capacity.

What should be delegated, and what should not?

Start with your weekly task list and sort it:

Tasks that are good candidates for delegation:

• Recurring tasks with a clear procedure, such as preparing a periodic report or following up supplier requests.
• Tasks a team member knows better than you because of their specialism.
• Development tasks that prepare an employee for a bigger role, even if they take longer at first.
• Representing you in operational meetings that do not need a decision from you.

Tasks a manager usually keeps:

• Performance appraisals and disciplinary decisions.
• Confidential or sensitive matters, such as payroll data or investigations.
• Decisions that need authority the employee does not hold under the approved delegation of authority matrix.
• Crises that need you in person before senior management or the public.

State the level of authority explicitly

Most delegation misunderstandings come from a question nobody asked: do I decide, or do you? So set the level at handover.

Start an employee who is new to the task at level 2 or 3, then raise it once their recommendations prove sound. And do not grant a level your organisation’s delegation of authority does not allow; delegation within the team does not change financial or regulatory approval limits.

How do you hand over a task so it does not need correcting later?

Describe the result, not the method. “I need a two-page report comparing the three bids and recommending one by Thursday” is clearer than “Have a look at the bids.” Ask the employee to explain the task back in their own words; you will spot gaps before they turn into wasted work.

Provide what they need: access to files, introductions to the people they will deal with, and telling others that they now own the task. An employee carrying a task that nobody knows they are authorised to handle will come back to you at the first obstacle.

How do you follow up without micromanaging?

The difference between follow-up and micromanagement is that follow-up is agreed in advance. Set review points that suit the size of the task and the employee’s experience, such as a review of the first draft and another before final submission. Between them, leave the method to the employee.

CMI describes a manager who stepped into everything until a colleague told him they could not do their job because he was too involved; constant intervention kills initiative and lowers motivation. ^[3] If you feel anxious, bring the review points closer together rather than taking the task back.

Also agree “when to come back to me at once”: a budget overrun, a customer complaint, or a delay that will affect a deadline. This gives the employee confidence they will not be blamed for escalating, and reassures you that you will hear about what matters in time.

A hypothetical example: a department head in a government entity

The head of support services spends two hours a day reviewing and approving office maintenance requests, even though 90% of them are routine. He decides to delegate approval of routine requests to the head of facilities at level 4 (she decides, acts and sends him a weekly summary), and keeps requests above a financial limit set in the delegation of authority matrix.

They agree on a weekly one-line report per category, and that any request involving safety comes to him immediately. After a month, they review together: was any request delayed? Did a problem appear? If it went well, the limit can be raised or a new category added. The figures here are hypothetical, to illustrate the method.

Test yourself: are you delegating enough?

• Does your team wait for your approval on small, recurring decisions?
• Do you work evenings on tasks someone else could do?
• Does work stall when you are on leave?
• Is there an employee who has not been given a new task in a year?

If you answered yes to two or more, start with one task this week. Harvard Business Review advises managers to begin by examining their own resistance to delegating, then test their assumptions with small, low-risk delegation experiments. ^[2]

Conclusion

Delegate the result, not the method; state the level of authority clearly; and agree review points before you start. That frees your time for what no one else can do, and gives your team room to grow.