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How to Delegate Effectively: 9 Tips for Managers

• 14 Jan 2020

Delegation is a vital management skill . But for some, it’s the hardest to put into practice.

There are several reasons why managers may shy away from delegating work. They might:

• Think it would take longer to explain the task than actually completing it themselves
• Want to feel indispensable to their team by being the keeper of specific knowledge
• Enjoy completing certain projects so prefer not to reassign them
• Feel guilty about adding more work onto another employee’s to-do list
• Lack confidence or trust in who they need to transfer the project to
• Believe that they’re the only ones who can do the job right

Whatever the reason, it’s important to continue honing the skill, as refusing to delegate can have negative consequences. Not only will you overload your schedule and prioritize the wrong tasks, but your employees will miss out on valuable learning and growth opportunities.

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What Is Delegation and Why Is It Important?

Delegation refers to the transfer of responsibility for specific tasks from one person to another.

From a management perspective, delegation occurs when a manager assigns specific tasks to their employees. By delegating those tasks to team members, managers free up time to focus on higher-value activities while also keeping employees engaged with greater autonomy.

According to a Gallup study , CEOs who excel in delegating generate 33 percent higher revenue. These executives know they can’t accomplish everything alone and position their team to tackle tasks they’re confident they’ll achieve—in turn empowering employees, boosting morale, and increasing productivity. In the process, CEOs free up their time to focus on activities that will yield the highest returns and grow the company.

Here are nine ways you can start delegating more effectively to cultivate high-performing teams.

9 Delegation Tips for Managers

1. know what to delegate.

Not every task can be delegated. For example, performance reviews or any personnel matters should be handled by you. After all, hiring the right talent and knowing each employee’s strengths and weaknesses will ultimately make you better at assigning deliverables and transferring responsibility to the appropriate team members.

Several other day-to-day activities don’t require your oversight, though. Is there a task you regularly tackle despite knowing your co-worker is better equipped to complete it? Would assigning the project to other employees help bolster their careers? If there’s someone who could do the work better, or you think this could be a teachable moment, delegate. It will show you trust and value your team, while also giving you time to focus on more strategic projects.

2. Play to Your Employees’ Strengths and Goals

Every employee should have goals they’re working toward, and within those goals are opportunities to delegate. For example, maybe you have a direct report who wants to gain management experience. Is there an intern they could start supervising, or a well-defined project they can own the execution of? The type of work you delegate could factor into their professional development plan.

For other tasks, there’s likely someone on your team with the specific skill set needed to achieve the desired result. Leverage that and play to your employees’ strengths. When someone has a higher chance of excelling, they’re more motivated and engaged , which then benefits the entire business.

Related: How to Become a Better Manager

3. Define the Desired Outcome

Simply dumping work onto someone else’s plate isn’t delegating. The projects you hand off should come with proper context and a clear tie into the organization’s goals.

“You’ve got to have real clarity of objective,” says Harvard Business School Professor Kevin Sharer in the online Management Essentials course . That includes having alignment on “what does good look like” and by what timeline, and “the technique of measuring accomplishment.”

Before anyone starts working on a project, they should know what they need to complete and by when, including the metrics you’ll use to measure the success of their work.

4. Provide the Right Resources and Level of Authority

If the person you’re delegating work to needs specific training, resources, or authority to complete the assigned project, it’s your role as a manager to provide all three. Setting someone up for an impossible task will frustrate both sides; your colleague won’t be able to achieve the desired outcome, and then you’ll likely need to put that work back on your to-do list.

This is also where you need to fight the urge to micromanage . Telling your co-worker, step-by-step, how you would accomplish the task and then controlling each part of the process won’t enable them to learn or gain new skills. Focus instead on what the desired end goal is, why the task is important, and help address any gaps between the outcome and their current skill set.

5. Establish a Clear Communication Channel

While you want to avoid micromanaging, you do want to establish a communication channel so that the person you’re delegating to feels comfortable asking questions and providing progress updates.

“You’ve got to have some way to communicate so that the person you delegated to can come back to you and report,” says Sharer in the Management Essentials course . “You’ve got to have some way along the way to see how things are going. It isn’t fire and forget. That is, ‘I just give you the task and I don’t worry about it anymore. We’ve got to have some way to monitor the progress along the way without me getting in your way.’”

Setting up regular check-ins and providing feedback throughout the project can help with this.

6. Allow for Failure

This step is particularly important for the perfectionists who avoid delegating because they think their way is the only way to get the work done. You need to allow for failure—not because your employees might fail, but because it will enable experimentation and empower the people you’re assigning tasks to, to take a new approach.

If you’re open to new ideas and approaches to the work, you’ll have an easier time delegating when able.

7. Be Patient

As a manager, you likely have more years of experience in your field. Because of this, a task you can complete in 30 minutes might take an employee a full hour the first time they complete it.

You might be tempted to refrain from delegating certain tasks knowing that you can get them done faster, but be patient with your employees. Think back to the first time you completed a specific task early on in your career. You probably weren’t as efficient as you are now; your time management skills have improved.

As you continue to delegate and your employees become more familiar with the tasks that need to be completed, you’ll notice that the work will get done faster over time.

Related: 7 Strategies for Improving Your Management Skills

8. Deliver (and Ask For) Feedback

In addition to monitoring progress, you should also deliver feedback to your employees after the tasks you’ve delegated are complete.

If a task wasn’t completed as assigned, don’t be afraid to offer constructive criticism. Your employees can take this feedback and make changes the next time a similar task is assigned. On the other hand, remember to provide positive feedback and show your appreciation when a task was done well.

To ensure you’re delegating effectively, you’ll also want to ask your team for any feedback that they can give you. Ask your employees if you provided clear instructions and determine if there’s anything you can do to better delegate in the future.

9. Give Credit Where It’s Due

After you’ve delegated tasks and they’ve been seen through to completion, credit those who achieved the work.

“Recognizing that success is because of your team is not only right, but it has the added benefit of making those around you more engaged—making you even more successful,” writes HBS Online Executive Director Patrick Mullane for Richtopia. “It’s counter-intuitive, but not claiming success for yourself will lead to more future wins.”

The more you thank and credit those you’ve delegated work to, the more likely it is they will want to help you on other projects in the future.

Honing Your Delegation Skills

Delegating isn’t easy; it’s a skill that must be practiced and honed over time. But the better you become at aligning the right people with the right tasks and responsibilities, the more effective you’ll become at your job as a manager.

Are you interested in further improving your managerial skills? Download our free leadership and management e-book to find out how. Also, explore our eight-week online Management Essentials course , which will provide you with real-world tools and strategies to excel in decision-making, implementation, organizational learning, and change management.

This post was updated on June 2, 2021. It was originally published on January 14, 2020.

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8 Ways Leaders Delegate Successfully

• Deborah Grayson Riegel

Start by picking the right person for the job.

For many leaders, delegating feels like something they know they should do, but don’t do. Senior leaders often struggle with knowing what they can delegate that would actually feel helpful to them, or how to delegate responsibility and not just tasks, or what responsibilities could serve as a learning and growth opportunity for others below them. Before leaders can successfully and effectively delegate, they need to understand their own resistance. Perhaps they’re reluctant to delegate because they don’t want to give up control, or they don’t want to look like they’re slacking. For the senior leader to start delegating and stick with it, he needs to address these feelings, challenge his own assumptions about “what if,” and try small, low-risk delegation experiments to see whether his assumptions are rooted in the truth or in his own desire for safety. Delegating well helps leaders maximize their resources, ensuring that they’re focusing on their highest priorities, developing their team members, and creating a culture where delegation isn’t just expected — it’s embedded in the culture.

In their book, Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People , authors Jeffrey Pfeffer and Charles O’Reilly claim that there is mounting evidence that delegating more responsibility for decision making increases productivity, morale, and commitment, all of which impact company culture. A 2015 Gallup study of the entrepreneurial talents of 143 CEOs on the Inc. 500 list showed that companies run by executives who effectively delegate authority grow faster, generate more revenue, and create more jobs.

• Deborah Grayson Riegel is a professional speaker and facilitator, as well as a communication and presentation skills coach. She teaches leadership communication at Duke University’s Fuqua School of Business and has taught for Wharton Business School, Columbia Business School’s Women in Leadership Program, and Peking University’s International MBA Program. She is the author of Overcoming Overthinking: 36 Ways to Tame Anxiety for Work, School, and Life and the best-selling Go To Help: 31 Strategies to Offer, Ask for, and Accept Help .

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By Hannah L. Miller Leaders Staff

Hannah L. Miller

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Hannah L. Miller, MA, is the senior editor for Leaders Media. Since graduating with her Master of Arts in 2015,...

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Updated Aug 9, 2023

Effective Delegation: A Leader’s Time Management Tool

What stops most entrepreneurs from delegating tasks, how to work through delegation roadblocks, 1. choose the right hires for the company , 2. teach critical thinking and problem solving, 3. empower your team to make decisions , 4. explain “no” or “not yet”, 4 steps for putting delegation into action.

• Give Team Members the Authority to Do Their Jobs

As author and leadership coach John Baldoni puts it: “If you want to work 160 hours a week, don’t delegate.” Since time is a business owner’s most valuable resource, effective delegation is a necessity. For leaders, the definition of delegation is deciding what work is your top priority. With this being said, the rest of the tasks you can’t do with excellence must be handed over to a team member who can perform them best. This process increases your productivity, growth, impact, and personal freedom as an entrepreneur. 

Research shows delegation is key to growing companies and generating more profit. For instance, Gallup found that the 143 high delegator CEOs on the Inc. 500 list had a 112 percent higher growth rate. In addition to this, they also produced “33 percent greater revenue.” 

So, if it’s proven delegation is great for business, why do so few leaders know how to delegate? 

• Lack of trust and confidence 
• Limiting beliefs such as, “If I don’t do this task, it won’t get done” or “I can do it more efficiently and effectively” 
• Problems with control and handing authority over to others 
• Fear of being unneeded
• Concern over putting too much work on an employee’s plate 

It’s important to note that effective delegation is different from directing or coaching employees on how to do their work. Rather than telling someone how to achieve the established goals, delegating provides more freedom in how the person decides to accomplish the goal. As General George Patton put it: “Don’t tell people how to do things, tell them what to do and let them surprise you with their results.” 

Yet, this requires a high level of trust and confidence . When an increase in productivity, products, and freedom are on the line, uncertainty stops most leaders from delegating tasks. However, executives who place a heavy focus on multiplying leaders within the organization create trust and belief between themselves and their team members. Fears subside because a team culture of excellence has already been established. 

Here’s how to create the trust needed for effective delegation:

Developing trust and confidence really begins during the hiring process . Before deciding to add new team members, it’s important to be strategic about who you hire. Filling a position quickly without thinking about how it could affect the business long-term is why many organizations lose hundreds of thousands of dollars every year. For instance, the U.S. Department of Labor estimates that bad hires cost companies around 30 percent of the employee’s first-year earnings. 

This is why it’s important to pay attention to the overall impact of adding a particular person to your team. Without doing this, delegation and its benefits cannot become a reality. As the father of modern advertising David Ogilvy said, “Hire people who are better than you are, then leave them to get on with it . . .  Look for people who will aim for the remarkable, who will not settle for the routine. ”

When doing this, ask yourself:

• What void do they fill? 
• Are they displaying essential leadership skills?
• What job can they do that you can’t do, aren’t good at or need to hand off to someone else? 
• How will they increase productivity and profits? 
• What purpose do they serve? 
• Are they the right person for the job? 
• What about being the right person for the team? 
• How do they bring a diverse perspective to the group?
• Do their strengths and weaknesses complement other team members’?
• How does working in their green zone free up my time and also benefit the business? 
• What responsibilities could potentially be delegated to this person?

Start developing leaders at all levels by teaching employees—no matter their position—how to think critically and develop solutions to problems. Set team members up for success by providing a simple process for problem solving .

When an issue occurs:

• First, have them review the initial goal and strategy. Ask them to look for what’s preventing the goal from being accomplished (bottlenecks). 
• Next, help them identify the root of the problem using the 5 Whys method. Have them ask why an issue occurred five times until they understand the fundamental issue. 
• After this, show them how to conduct research on the core problem using primary and secondary sources. 
• Then, develop a list of well-formulated solutions together based on what was found. 
• Before deciding on a fix, walk the employee through a quick decision making process. Show them how to reverse engineer potential outcomes. 
• After a decision is made, teach them how to put the solution into motion. 
• Finally, have them monitor the outcomes of the new plan. 

Before delegating and handing over complete authority for new tasks, teach employees how to make good decisions that accomplish established goals. Organically teach team members how to do this by working through the process below. 

• Providing 2-3 self-developed solutions.
• Presenting these choices to the employee. 
• Explaining which one you’re choosing and why.  
• Having the employee select 2-3 solutions.
• Getting them to present them to you. 
• Asking them why they chose this option. 
• Giving approval for implementation
• Letting them work through a decision on their own.
• Allowing the freedom to implement it without your approval. 
• Receiving a report back on how they took care of a problem.  
• Repeating the process as needed. 

Great team players are doers. Through ideas and pitches, they’re always looking for ways to make significant contributions to the company. Yet leaders know the organization can only focus on work that fulfills the business’s just cause. CEOs who handle “no” or “not yet” with grace combat the potential for an employee to feel unheard or rejected. In doing so, they combat decreased morale and engagement. 

Continue building confidence, even when the answer is “no” by: 

• Earnestly listening to what the employee has to say. 
• Taking a moment to first thank and acknowledge them for thinking outside the box. 
• Explaining the “why” behind your answer. For example, CEOs have a different perspective on how to achieve the high-level vision of the organization since that is their primary focus. 
• Being transparent about the role the employee plays in achieving the company’s collective vision. 
• Encouraging the spirit of those who are hungry to serve to the best of their abilities. 
• Recognizing their talents and strengths and placing them in charge of tasks and jobs that suit their unique gifts.

Once roadblocks are eliminated and the trust required for delegation is established, the process of increasing your time, freedom, and profits alongside your team can begin. Begin handing over tasks by following the simple process below. 

1. Decide What Tasks Need to be Delegated

The first step in effective delegation is deciding what tasks others can take ownership of. As a leader, the best way of doing this is by practicing value-driven time management . The “Green Zone, Red Zone” method listed below helps entrepreneurs figure out exactly where their focus should be at work and the areas where team members or contractors can take over. 

Find Your Green Zone

Your green zone outlines high-value work that you thrive in. These responsibilities evoke feelings of passion and purpose and help you make the most of every day. For example, this work connects your talents with work that serves the company in ways that no one else can. If a business owner’s green zone is relationship-building, this could look like spending time developing strong partnerships with clients or multiplying more leaders by providing mentorship opportunities. 

Get Rid of Tasks in Your Red Zone

In contrast, your red zone defines the areas that are low-value tasks. For example, managing payroll each month is in an entrepreneur’s red zone because this isn’t an area a business owner is most valuable to their company. 

Start maximizing your time and value by: 

• Writing down any work you dislike or need to say “no” to in order to move into your green zone. 
• Identifying what needs to be delegated by making a list of responsibilities that don’t play to your strengths or maximize your time. 
• Creating an itemized list of what jobs and responsibilities should be delegated out to others based on the information above. 

2. Select the Person Who is the Best Fit for the Job

As mentioned above, making diverse key hires with varying strengths gives leaders options. Most startup owners are used to wearing all the hats when they first open their company, but as a business grows, so should its level of excellence. When delegating, put the right person in the right job—someone who can do it better than anyone else on the team.  

Before assigning a task to someone:

• Think about each individual team member’s unique gifts. 
• Reverse engineer the outcome of assigning this job to the top three candidates who could take over this responsibility. 
• Who is likely to be the most successful and why?
• What does their current workload look like? Do they have time for the job? 
• If not, take a look at their current role and consider tweaks to the work they’re doing. For instance, create space for this added responsibility by taking one or more red zone duties off their plate. Minor changes to the work each team member does helps create a more productive, cohesive team. 

3. Set Clear Objectives of Success  

Once a leader determines the right person for the task, it’s time to have a delegation conversation with the selected employee. Steven Sinofsky, former President of the Windows Division at Microsoft, explains: “When you delegate work to a member of the team, your job is to clearly frame success and describe the objectives.”

Before speaking with an employee, sit down and determine exact measures of success for the task at hand. This can be done by creating clearly defined KPIs or outlining what the overarching goal is, and then having the employee create their own three to five OKRs. Either way, a person needs to know how their performance will be measured. 

Setting goals and performance markers are important because it defines what a job well done looks like. Additionally, goal-setting motivates people to fulfill clearly defined objectives. For example, a Harvard Business study found people with unwritten goals are 10 times more successful than those who don’t have goals. The three percent who do have written goals are even more successful—outperforming those with unwritten goals by three times.

After determining the measure of success, meet with the employee to discuss the delegation of the task. Listen to any of their concerns and be open to answering any questions they might have. Additionally, let the employee know how you plan to support them as they take on this new responsibility. 

4. Influence Ownership

Delegating a task won’t produce the desired outcomes unless an employee wants to be accountable for the task. One of the key differences between leaders and managers is leaders use influence to get people to fulfill the company’s mission, while managers use authority. When delegating, create buy-in so employees change their mindset around receiving additional responsibilities. Instead of framing it as “more work,” provide “more opportunities” to help employees grow as leaders. Use the strategies below for additional ways on how to influence ownership.

Recognize and Build Up Employees’ Individual Talents

Begin the process of growing new hires as leaders on their first day with the company. Pinpoint their strengths and let them know how they can use their unique gifts to collectively change the world for the better. In addition to this, consistently mentor growth in these areas. As a result, it’ll come as no surprise when a team member is asked to step up in areas where their talents are evident. 

Communicate Appreciation and Provide Value

When delegating new responsibilities, build up a person’s confidence by explaining why they were chosen for the job. In addition to this, communicate how valuable they are to the organization, and how this new job signifies their growth with the company. Discuss also how they will be rewarded and acknowledged for success in these added duties. For example, map out milestones, and let employees know what they can look forward to as they work hard in achieving their goals. 

Give Team Members the Authority to Do Their Job s

As the founder of Life.Church Craig Groeschel says, “When you delegate authority, you create leaders.” Delegation is one of those time management skills that also helps others. Simply put, invest in leaders at all levels by teaching your team how to be leaders. This builds trust and lets executives give people authority over their work. Not doing so is an inefficient business model. The point of delegating is increasing productivity and growth. For this reason, empower your team, show your belief in them, and give them responsibilities they feel proud to own. Doing so will build a stronger, trusting team culture in your workplace. It also helps develop scalable systems that don’t solely rely on one person—you—to keep the business flowing and growing.

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5 tips for delegating tasks effectively 

By Michael Feder

Read about our editorial review process.

This article has been vetted by University of Phoenix's editorial advisory committee.  Read more about our editorial process.

Reviewed by Jessica Roper, MBA, Director of Career Services

At a glance

• Benefits of delegating include improved efficiency, problem solving, motivation and creativity.
• To delegate effectively , you must identify and assign the right people to tasks, engage clear communication and leverage tools for efficiency, among other things.
• When delegation works , you'll notice improved productivity, quality of work and employee satisfaction.
• University of Phoenix offers  free career tools and resources  for those seeking further guidance on their career journey.

This article was updated on December 6, 2023.  

Why delegating tasks is good for everyone

Delegation offers more advantages than just getting tasks off your plate. Done right, it can transform your team into a well-oiled, super-productive machine that achieves more. It can also empower team members by offering opportunities to develop skills and improve their time management .

In fact, no matter your leadership style , delegating tasks is a way for your team to step up, hone their skills and gain confidence.

It’s not always second nature, however, to delegate work. Here, we take a closer look at why delegating is a good idea, and provide five tips for learning how to delegate tasks in the workplace.

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Benefits of delegation

Proper delegation makes everyone’s life easier. Here are some of the benefits :

1. Increased efficiency

Delegation can improve efficiency when:

• It frees up your schedule so you can focus on big-picture tasks.
• Team members can specialize in their roles and boost output.
• Each person focuses on their expertise and improves overall quality.

2. Improved problem solving

Delegation isn’t just about lightening your load — it also helps foster problem-solving . Here’s how:

• You stimulate your team’s ingenuity by allowing them to tackle new problems and challenges.
• With each solved problem, employees gain confidence to tackle similar or more complex tasks in the future.
• Autonomy fosters a problem-solving mindset in which team members take the initiative to find solutions rather than relying on guidance from their managers.
• Delegated tasks allow employees to apply their skills in real-world situations and refine and apply their abilities in new and effective ways.

Improved motivation

Let’s unpack how delegation fuels motivation and ownership:

• When you delegate tasks, you signal trust in your team’s abilities. This confidence can motivate employees to rise to the challenge and deliver their best.
• Delegation allows team members to learn new skills and gain diverse experiences. This opportunity for personal and professional growth can motivate them to take on new tasks and develop a lifelong learning mindset.
• Employees can derive satisfaction from a job well done, which in turn motivates them to tackle the next challenge.

Enhanced creativity

Delegation is also a catalyst for creativity and innovation. Here’s how:

• Leaning on outside or additional perspectives can lead to creative solutions you may not have considered otherwise.
• When you delegate tasks, you empower team members to approach them in their own way.
• As team members successfully navigate tasks, their confidence in their creative abilities grows. This confidence can inspire them to bring more creative ideas.
• Delegating routine tasks opens up time and mental space for you to focus on strategic creative thinking.

As for product innovation, delegation allows you to tap into a collective pool of talent and ideas — the perfect combination for creating something remarkable.

How to delegate well

Sure, delegating sounds great, but how do you do it? Here are five steps to becoming an efficient delegator.

1. Identify and assign the right people

Start with getting to know your team. Understand their skills, aptitudes and interests. Do they have a knack for detail? A creative flair? An uncanny ability to connect dots that others don’t see? Use this knowledge to assign tasks that are appropriate to their skill levels , foster their growth and keep them engaged.

Balance is key — overloading team members because they excel in a particular area could lead to burnout . Delegate only if they have the ability to take on new tasks.

Leadership courses can help you learn techniques to assess your team’s abilities, enhance your decision-making skills and improve your communication style, making assigning the right people to the right tasks much easier. 

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2. develop clear communication.

When you delegate a task, clarify what you expect , by when and why it’s essential.

Clear expectations are vital to keep the process or project on track. Set specific, measurable, attainable, relevant and time-bound (SMART) goals to provide a pathway to success. Also, ensure your team understands what needs to be done as well as the broader context — how will their tasks contribute to the company’s overall goals? This will ideally help align the end result with the overall vision.

If communication isn’t your natural forte, online communication courses can come in handy. Such courses can provide practical tips, including how to articulate your expectations, give feedback and navigate difficult conversations. They can also teach techniques for becoming more persuasive and tailoring your communication style to different individuals and situations.

Other key tips for communication:

• Be timely and consistent
• Provide regular feedback
• Create checkpoints to ensure progress tracking

Open lines of communication invite questions and suggestions , allowing room for innovation.

3. Set realistic expectations

Again, SMART goals come into play here — consider the timeline for each task and the resources available. Also, consider external demands , holidays and other projects that must be juggled. Break down large tasks into manageable chunks, each with its own mini-deadline. Team members can experience the thrill of accomplishment as they tick off each part.

Likewise, a deadline that seems reasonable to you might not be feasible for them. You can’t always know what other deadlines they’re juggling. Involve them in setting goals and deadlines . This will give you a more realistic picture of everyone’s role and responsibility while increasing your team’s ownership and commitment to the tasks.

4. Use technology to support delegation

Numerous tools are available to help you keep track of who’s doing what and when it needs to be done. For instance, project management software and task tracking systems provide a comprehensive overview, changes in status, deadlines and team members’ progress. Such tools help keep everyone connected and eliminate the need for manual tracking or follow-ups.

Communication tools help you maintain clear and continuous interactions. Additionally, cloud storage platforms make sharing resources a breeze. Calendar apps are perfect for scheduling meetings, setting reminders and keeping everyone aligned on deadlines.

5. Create a follow-up plan

Following up isn’t about micromanaging — it’s about providing support, catching potential issues early and maintaining communication. Here’s how you can master it:

• Schedule regular check-ins : These could be daily, weekly or at significant milestones. Discuss progress, address roadblocks and offer help if needed.
• Provide constructive feedback : If the task is on track, recognize the effort. If there are areas of improvement, address them in a supportive manner.
• Be flexible : Follow-ups might reveal that a task is more complex than initially thought or that the deadline was too optimistic. Be ready to adjust parameters as necessary.
• Record progress made, issues encountered and solutions implemented : This provides a reference for future tasks and helps in performance reviews.

An effective follow-up process provides the guidance and support necessary for your team to deliver their best work.

It’s about time! 5 effective time management strategies for working adult students

Ways to measure potential success of delegation .

It’s crucial to know whether your delegation strategy is working. Here are some tips to help you track and measure success:

• Completion of tasks : If tasks are completed on time and meet standards, delegating was a success. 
• Quality of work : Evaluating the output and measuring it against the initial goal provides insight into effectiveness.
• Employee satisfaction : Regular feedback sessions or anonymous surveys help you gauge employee satisfaction and identify areas for improvement.
• Productivity : If you find yourself with more time for making decisions, strategizing and innovating, it was a good call to delegate.
• Improved employee skills and confidence : Your team should increasingly demonstrate the ability to take on more complex tasks.

Enhancing your career experience at University of Phoenix

Successful delegation begins with a well-prepared and informed team leader. In addition to learning from experience, such professionals can pick up tools and techniques to improve their leadership skills when they complete a  bachelor’s degree in business   or a  master’s degree in business administration . These programs focus on the importance of accountability, problem-solving and communication.

In addition to education, University of Phoenix offers a range of career resources to support individuals during their professional journey. These include: 

• Career Services for Life ® : Available to UOPX students and graduates, this offering comprises complimentary career coaching, including guidance on how to build a personal brand and write a resumé.
• Free career resources : Browse a range of downloadable guides and templates to help you optimize your LinkedIn ®  profile, get ready for a job interview and write a resumé and cover letter.
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Top 7 Principles of Delegation that Managers Need

What is delegation and why is it important, what are delegation skills, 5 essential delegation skills for managers, 7 principles of delegation in management, principles of delegation faqs.

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• Improved efficiency: By delegating tasks and responsibilities, managers can focus on high-level tasks and strategies rather than getting distracted by easy tasks. It can lead to increased efficiency and productivity.
• Team development: Delegating tasks and responsibilities can help team members develop new skills and grow in their careers. It allows individuals to take on new challenges and responsibilities, which can lead to personal and professional growth.
• Improved morale: When team members feel trusted and valued, it can increase job satisfaction and confidence. Delegating tasks and responsibilities can demonstrate trust in an employee’s abilities and help them feel more invested in the team’s success.
• Increased capacity: Delegation can help organizations take on more work and achieve goals by distributing tasks and responsibilities among team members.

Effective communication

• Active listening
• Clear and concise communication
• Adaptive communication

Time management

• Prioritization
• Resource allocation
• Time estimation

Giving feedback

• Be specific: Provide specific examples of what the team member did well or areas for improvement.
• Be timely: Provide feedback as soon as possible after the task or project is completed. It will allow team members to incorporate any needed changes and improve their performance on future projects.
• Be objective: Focus on the work rather than the individual’s personality or character.
• Be open to discussion: Encourage team members to ask questions and provide them with perspectives on the feedback. It can foster open communication and collaboration.
• Provide resources: If there are areas for improvement , provide resources or support to help team members improve their skills and performance.

Problem Solving

• Identify the problem
• Generate potential solutions
• Evaluate and choose the best solution
• Implement and monitor the solution
• Reflect and learn

Analytical skills

• Data analysis is gathering and organizing data in a meaningful way to make informed decisions.
• Critical thinking is evaluating arguments and evidence to make logical and informed decisions.
• Decision-making is the ability to weigh the pros and cons of different options and make decisions based on logical reasoning.
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The principle of  functional definition

The principle of unity of command, the principle of delegation by result expected, the principle of absoluteness of responsibility, the principle of parity of authority and responsibility, the authority-level principle, the scalar principle.

Suprabha Sharma

Suprabha, a versatile professional who blends expertise in human resources and psychology, bridges the divide between people management and personal growth with her novel perspectives at Risely. Her experience as a human resource professional has empowered her to visualize practical solutions for frequent managerial challenges that form the pivot of her writings.

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What are the basic principles of delegation?

What is delegation and principles of delegation, how many principles of delegation are there.

5 Frameworks to Master Prioritization Skills

10 successful workplace delegation examples for managers, 8 problems of delegation that hold you back: how to overcome them, mastering 5 levels of delegation: the key to managerial success.

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Creating A Culture That Promotes Problem-Solving Delegation

In my coaching work, one common issue I see – especially in newly minted managers – is learning how to be successful in delegation. That’s not to say that these managers aren’t comfortable or are unwilling to delegate; most are more than happy to hand off assignments to their various team members. The problem is more of learning not to simply delegate tasks, but to delegate responsibility to those they lead.

One clear example of this form of delegation is problem-solving. Given how most managers are promoted to these positions based on their past accomplishments and level of expertise , it’s only natural that they feel responsible for trying to solve whatever problems their team encounters. Besides, it’s hard to turn people away who come to you asking for your help as this is a sign that they not only value and respect your insights, but that they trust your abilities to help resolve the situation.

Unfortunately, what this inevitably creates is a culture where, at best, your employees have an unwanted dependency on management to fix problems when they arise, or at worst, employees who basically clock-out when they arrive at work because the organization’s culture has removed any expectations on them to contribute their own problem-solving capabilities to the process.

Instead of being the go-to person for when your employees encounter an obstacle, why not be the leader who empowers them to solve it on their own? Why not give them the resources to solve the problem instead of allowing them to leave it on your plate? By implementing the four steps below, you can create a culture that not only promotes delegating more than just basic tasks, but one which encourages your employees to be active participants in your organization’s problem-solving process.

1. Be the first to show trust in the relationship When leaders don’t hand out responsibility for solving issues to those they lead it’s often because they don’t want to risk losing control. And yet, if one thinks about it, empowering your employees to take charge for solving a problem doesn’t abdicate you of your role as their leader. Rather, it serves to free you from having to address one more detail that draws your focus away from the bigger issues that you should be addressing.

So how do we let go of this need to solve all the problems your employees come across? The first step is to trust them to solve it by giving them both the resources and latitude to tackle the problem. Granted, for someone whose used to putting out the fires, this can be a scary proposition. That is until you remember that you hired your employees to do this job. So why not let them do it?

2. Tell your employees to offer some possible solutions when they bring up problems While trusting your employees to solve problems on their own is a major step forward, it’s also important that you follow this up with the clear message that if they bring problems to your attention, they also need to have at least one possible solution.

The reason for this is two-fold. First, it’s important to remember that like you, your employees are used to simply going to you with their problems and then expecting you to solve them. So, simply telling them that they now have to solve their problems on their own will feel like you’re just adding more work to their plate.

On the other hand, if you welcome their bringing problems to your attention – along with a possible solution for how to address it – they’ll not only have an easier time making this transition to solving problems without having to run it by you first, but both of you will begin to appreciate how capable they are of solving these issues on their own.

3. Give your employees space to do things differently and make mistakes along the way We’ve all read about how we need to shift our perception of failure from being something to avoid to being an opportunity to gain a sense of clarity and understanding about what’s missing in our assumptions.

If your organization is to gain any benefits from failure, you need to show your employees that you trust their ability to figure out how to address the problems they’re facing. And if things do go wrong, rather than simply blaming them for ‘screwing up’, use it instead as a teachable moment where your employees can learn why the failure occurred and what you can collectively do to ensure it doesn’t happen again.

4. Show your employees that they can manage just fine without you In his book “Management Challenges for the 21st Century”, Peter Drucker wrote that “most of us, even those of us with modest endowments, will have to learn to manage ourselves. We will have to learn to develop ourselves. We will have to place ourselves where we can make the greatest contribution.”

As leaders, one of the most effective ways we can facilitate and encourage our employees to reach their full potential is by empowering them to not only see that they can come up with viable solutions to the problems they’re facing, but by showing them that we’ll provide them with the necessary resources and support to implement their ideas.

In so doing, leaders can instill a sense of confidence and assurance in their employees that they can manage things just fine, without having to call upon those in charge to figure out what they have to do next.

As organizations begin to shift from the rigid hierarchical management of the past to the more open and collaborative models going forward, the time is fast approaching where leaders can no longer presume that they alone are capable of addressing the problems their organization is facing. Instead, what’s required from today’s leadership is creating a culture where delegation goes beyond simply handing out tasks to providing opportunities for others to take the lead.

Such cultural changes will prove to be a critical factor to determining an organization’s long-term viability and chances for continued success in the years to come.

12 comments on “ Creating A Culture That Promotes Problem-Solving Delegation ”

Great post.Its very important to give employees space and create a confidence in them for solving the problems.

In the process they can make mistakes but they will learn from it and in this way they can acquire the skills for problem solving.

Thanks Vikas; glad you enjoyed it.

Hi Tanveer, you have shared an outstanding post. You points of participating in problem solving process is really need of every business, no matters whether it is big or small. Because I too believe that participation leads to innovation. Thanks a million for sharing. Keep posting such gratifying work.

Thanks Kevin; appreciate the kind words and I'm glad to hear you enjoyed this piece.

I appreciate the information, which is sensible advice for any company regardless of size. Would like to hear more about what resources to make available so that employees are better able to solve problems.

The kind of resources you would offer to your employees is subjective to the problem they are facing. For example, in some cases, it might be assigning other people to help them address the problem or it could be that they need to be given time during the workday that is specifically marked for working on testing possible solutions (for those who would with time codes to identify which projects they spent time on during the pay period).

As you can see, it's not a generalized, one-size-fits-all resource that leaders need to give their employees to allow them to fix these problems on their own. Rather, it's a matter of those in charge assesssing what needs their employees have, what resources they have at their disposal, and what they can provide to help their team correct this issue.

I hope that helps to address your query, Sylvie.

Creating a learning environment key as you state in #3, but candidly in today’s turbulent economy I think people are still worried/insecure about making mistakes and losing their jobs. It takes great leadership and resources as you clearly outline in your post.

I concur that, despite the positive outlooks being pushed by economists, people and organizations are still wary about what lies ahead. And yet, allowing the sense of fear and apprehension to persist in your workplaces only serves to hold your employees back from taking initiatives to address gaps in what's being offered in your market, or pushing for new ways to do things as a possible means to improve processes.

By holding control over such decisions, instead of delegating it out to your team who often have a better understanding of the various variables in play, organizations are only holding themselves back, rather than keeping their organization afloat while waiting for the sun to break through.

Thanks for sharing your thoughts on this, Jim.

I have seen the problem as well – From my point of view when you delegate you ask for a result, let people figure out how to get their themself! Be happy to support, but let people develop by figuring out how to do it.

Exactly, Mads. Sharing responsibility with those you lead not only allows your employees to develop and refine their skills, but it also takes some of the load off your plate so you can focus on some of the larger impact issues beyond the day-to-day ones.

Thanks for sharing your thoughts on this piece.

Very informative post … i think showing only the support you trust your team that they can handle problem – may help them boost their confidence to solve any problem.

Absolutely; it's hard not to feel confident when those around you demonstrate that they have trust in your abilities and are driven to help you succeed. Fostering such sentiments in your employees is the mark of real leadership.

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The art of delegation: Tips, challenges, and best practices

Product managers tend to focus on tangible, hard skills that directly correspond with their role. While this may lead to results, such an approach overlooks an entire spectrum of soft skills that enhance your ability to interact with your team.

One of the most important of these skills is delegation. Knowing how to distribute responsibilities with clear communication and accountability boosts quality and productivity within a team.

In this article, you will learn what delegation is, how to use it, and strategies for effectively incorporating it within your role.

What is delegation?

Delegation is the act of assigning tasks or responsibilities to another person. For product managers specifically, delegation is the cornerstone of a functional and balanced multidisciplinary team.

By delegating effectively, you empower your colleagues by allowing them to focus on what they are best at. Simultaneously, you ensure that you stay focused on your core competencies as a PM.

Learning how to delegate requires trust and takes time to develop. However, the higher you climb the management ladder, the more it is necessary to delegate.

Benefits of delegation

Delegation empowers people. When you allow your team members to take ownership of what they are good at, they’re able to become more invested in their work and deliver results.

Additionally, delegation can improve a group’s productivity. When the proper process and guardrails are in place, all team members are focused on their areas of expertise. This means that work can progress faster without sacrificing quality output or collaboration.

As a PM, delegation means having more time and energy to allocate to activities that no one else on your team can do, such as market research, competitor analysis, prioritization, and creating and following KPIs . Delegation enables better product positioning, a stronger competitive advantage, and, ultimately, a more successful product.

What to delegate

Unless your team suffers from crippling deficits, you shouldn’t have to do things outside of your scope. However, since PMs own the overall performance of a product, they often take on the work of struggling team members as a defense mechanism.

This hurts both you and the product. Not holding individuals accountable actively deprives the product of an empowered and accountable team behind it. Make sure that you receive the value that you need from your team members so that you trust them to accomplish the task at hand.

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As a product manager, you should delegate tasks to the individuals, paying attention to the specific technical skills needed. For instance, implementation and architectural decisions should be left to the tech lead, who possesses the required expertise and knowledge to make informed choices in this domain.

You aren’t forbidden from assisting a particular subset of the product, but keep in mind where your responsibilities lie. Delegating requires you to adopt a mindset of “letting go” and trust that your team members are best suited to handle their role.

How to delegate effectively

Delegation can easily turn into negligence if you don’t pay attention to some key rules. You should commit to sharing responsibilities, empowering team members, and collectively accomplishing more.

Pay attention to these three rules when delegating:

• Communicate clearly
• Actively provide support
• Offer honest feedback

1. Communicate clearly

Clear communication is essential when delegating. Ensure that everyone starts on the same page by setting up specific expectations and objectives. People can’t engage with what they don’t understand and want to know why they’re assigned a task.

2. Actively provide support

Sharing responsibilities requires you still hold a part of the whole picture. Keep a bird’s eye view on the product and review what your team members share. Providing support during delegated projects is vital to ensure success and to build trust with your colleagues.

3. Offer honest feedback

Offering constructive and honest feedback helps close the delegation loop by making sure that team members feel accounted for. Feedback facilitates continuous learning and progressively increases the team’s confidence in their own empowerment.

Common challenges of delegation

Even with these rules, there are some pitfalls that even more experienced product managers might fall into. Keep your eye out for the following three signs to avoid your delegation becoming a nightmare:

• Micromanagement
• Weak teammates
• Lack of personnel

1. Micromanagement

If you find that you prefer to do things alone or that you struggle to trust your team members, you might be at risk for developing micromanagement tendencies. Micromanagers pay excessive attention to small details and take control of the tasks of their subordinates.

This management style can lead to a loss of efficiency due to bottleneck processes and team disintegration. People hate being treated like puppets. Constantly involving yourself in your team’s work will destroy any possibility of having a healthy relationship with your team.

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Without team synergy, you cannot have a good product. You need to learn to become comfortable stepping back and allowing your team to perform their role.

2. Weak teammates

Sometimes you have to deal with an underperforming team member. Not all teams are made up of stars and some have several weak links. Delegating requires you to make them accountable.

As the one delegating, you must make sure that the outcomes of your decisions put the team first. If you feel like the rest of the team can’t handle things, try to start delegating little by little so that those who are weaker have time and experience to become stronger.

3. Lack of personnel

When delegating, it’s not just about your workload; it’s also about other people’s workload. Delegating to someone that already has their hands full leads to failure and burnout.

Often, you need to delegate because you’re understaffed. Hiring is a slow and expensive process, so you or someone else on your team may have to temporarily assume responsibilities until you can bring someone else into the role.

Always think of the best interests of your entire team; don’t just use delegation to make your job easier.

As a product manager, mastering delegation is the most important skill you can develop to create an empowered and accountable team.

Set clear expectations, provide support, offer honest feedback, be mindful of the risks of micromanagement, and understand your team’s capabilities and availability. Keep these in the back of your head and trust your team enough to let go.

Learning how to delegate effectively will not only lead to better products, but also provide opportunities for personal development for yourself and your team members.

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Top Tips for Dealing with Delegation Challenges

Looking at common problems within the delegation process with ideas how to solve them.

By the Mind Tools Content Team

Delegating work to your team members can help to motivate, develop and engage them. However, you may occasionally encounter some challenges along the way. Here we look at some of the most commonplace problems that can occur during the delegation process, and provide some suggestions on how to address them.

Team Members are Reluctant to Take on Additional Work

• Before delegating any work, hold an informal meeting with the relevant team members, explaining why you have decided to delegate the work, and why you have chosen them for the job. This will encourage them not to simply view the delegated tasks as ‘extra work’ passed to them at random. Highlighting the reasons why you have chosen individual team members to tackle the delegated work (e.g. their skills or expertise) should also help to boost their confidence and make them feel more positive about the delegation process.
• When briefing your team members, remember to explain how and why the delegated work might represent a development opportunity to them. Perhaps it might help them develop a specific skill (e.g. time management, customer service, communication), or maybe it will give them exposure to a new aspect of the organization.
• Wherever possible, try to resist the temptation to delegate only straightforward tasks. Delegating ‘meatier’ pieces of work is likely to prove more energizing and motivational for those to whom you delegate and will send a clear message to your team that taking on delegated work can be an exciting opportunity for development.
• If you sense that some team members are still reluctant to take on the delegated work, provide them with some real-life examples of the benefits of doing this. Perhaps there are some experiences from your own career or those of your colleagues that you can share. (If you plan to use someone else’s example, make sure you check with them beforehand that they are comfortable with you doing this.)
• If it is feasible to do so in your organization, consider including your team members’ delegated responsibilities in their next performance review. Explaining this to your team members will signal to them that their efforts will not go unnoticed and will be formally acknowledged within the framework of the organization’s performance management system.
• Make sure you thank your team members in advance for their help and co-operation. Showing that you appreciate their efforts will go a long way to making them feel more positive about their role in the delegation process.

They Seem Unsure of Their Objectives

• It is important to brief your team members about the purpose and objectives of the delegated work before asking them to get started. Take some time to explain the context of the delegated task and how it contributes to the team’s or organization’s overall goals and objectives. Allow some time at the end of this explanation for your team members to ask questions. Doing this upfront should ensure that everyone understands what they need to achieve, and why, from the start.
• Once the delegated work is under way, changes might occur that alter your team members’ objectives (e.g. a piece of work may be identified as having a higher priority than first anticipated). If this happens, meet with your team members as soon as possible to advise them of the change and answer any questions they might have about it.

Team Members are Unsure How to Get Started

• If your team members are required to learn a new process or skill, it is important to spend some time with them at the start to explain, or, if appropriate, show them what they need to do. If you have the time to do so, you might even wish to consider working on the task with your team members until they are able to proceed on their own. Taking these steps at the start of the process will help your team members feel more confident about tackling the delegated work.
• When team members do have the skills and ability to get started immediately and there is still a delay, there is the chance that they have not found the time to begin the delegated work. You might wish to hold an informal meeting with your team members to ask them to honestly assess their current workload, and consider whether they can accommodate the delegated tasks. If it transpires that they cannot, thank them for their honesty, and consider who else might be better positioned to take on the delegated work.
• Alternatively, the delay might be caused by insufficient equipment or resources. When you meet with your team members, check with them that they have everything need to start work on the delegated tasks. If they feel that they do not, consider how this could be rectified. If you cannot buy new supplies straight away, perhaps you could temporarily draft in some of the equipment or resources from another department.

They Don't Have the Skills/Expertise to Work Unsupervised

• This problem can be prevented to a large extent by making sure you select the team members with the most appropriate skills and strengths to tackle the delegated work from the outset. If after delegating the work, you realize you’ve picked the wrong person for the job, it is important to review your approach to the selection process. Consider what you might do differently to prevent this problem from reoccurring in the future.
• If it transpires that an individual to whom you delegate is not in fact able to undertake the work, it is important to address this quickly. Request an informal meeting with the team member in question to discuss the problem and explore some potential solutions. Rather than simply telling the team member what you think, try asking them some probing coaching questions in the first instance. These are open-ended questions that should encourage the team member to reflect honestly on the issue and suggest solutions that might work well for them (e.g. ‘Why do you think you are finding this difficult?’ or ‘What do you need to help you complete this work?’).
• If it transpires that the employee simply needs some additional support, rather than extensive training and development, you could consider bringing in another team member to work on the delegated project with them. However, if it is not possible to do this, you may need to pass the work on to another team member, who you know can complete the work quickly.
• If, after discussing the problem with the employee, you identify a training and development need, be sure to record this in their training and development plan. If there is a pressing deadline, there may not be sufficient time to provide the employee with the required training and expect them to complete the work. In this situation you may wish to consider passing the work to another team member, who you know can complete it quickly. It is important to reassure the employee that they will receive the training they need and to provide them with a realistic timeframe for this.
• In the longer term, you may wish to consider planning your team members’ training and development in advance, to ensure they already have the skills in place to complete delegated work when it arises. Although it is not always possible to know in advance what these training and development needs might be, you may be aware of some obvious skills gaps that might prevent your team members from completing some of the tasks you are likely to delegate.

Team Members are Unsure How They're Doing

• As your team members progress through the delegated work, it is important to provide them with regular feedback. This will help them to understand how they are doing, and whether there are any areas in which they need to improve or modify their approach. It is equally important to provide team members with praise when they have done well, as this will help to boost their confidence and renew their commitment to the delegated work.
• When the delegated work is complete, it is a good idea to hold a debrief meeting with your team. This will allow all of you to collectively reflect on the successes of the delegation process, as well as potential areas for improvement. Having this conversation with your team members will provide you all with the opportunity to share lessons learned and develop a clear view of how to move forward.
• Your feedback regarding the delegated work shouldn’t be reserved solely for the delegation process. It is also a good idea to reiterate it in your team members’ next performance review meeting. This will signal to your team that the way in which they approach delegated work will have implications beyond the delegation process itself.

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How to Overcome Delegation Problems Effectively [4 Tips]

Delegation is one of the most powerful tools a manager has in the pursuit of organizational success, but it is difficult to master.

Why is it so hard?

Effective delegation takes time and thorough communication with employees.

Managers are busy people and commonly fall into the trap of thinking that it will be easier to do the work themselves. It’s true that taking the time to fully explain an assignment or train someone to complete the task is an investment in the short run. Effective delegation also requires some trust and confidence in your employee’s skills and experience. This is particularly challenging when you are in the process of forming a new team and still getting to know your employees’ strengths and weaknesses.

Letting go of control comes with some risks and requires you to become comfortable with the idea that employees will sometimes make mistakes during the learning process. However, the time and trust that you invest in your employees now will have a long-term payoff, helping you to build a more knowledgeable and skilled team and freeing you up to complete work that only you can do.

How to Overcome Barriers of Delegation

Delegation means assigning another person complete responsibility and authority to get the work done, while still monitoring and supporting his or her performance as needed. Many managers don’t know how to delegate effectively, even those who have years of experience supervising others. Fortunately, delegation is a skill that can be mastered with some planning and practice. Here are four tips to get you started: Consider the goals of your business and team. Take an inventory of key responsibilities, tasks, projects, expectations, and commitments.

• Consider the goals of your business and team. Take an inventory of key responsibilities, tasks, projects, expectations, and commitments.
• Prioritize and determine the responsibilities that you must complete on your own. These will remain your sole responsibility.
• Identify the responsibilities that make sense for you to share or collaborate on with others.
• Identify the responsibilities that you can fully delegate to others.

When you create your lists, be realistic. Overextending yourself by trying to do too much on your own (or collaborating too much on assignments that could be completely delegated to others) will only slow down the overall progress of the team.

How Can I Improve My Delegation Skills?

As a manager, your primary role is to coach and develop the abilities of your team members . Delegation is one way to provide interesting learning and development opportunities for each person on the team. Here are three tips to help you with this process:

1) Look for ways to match your employees’ career-development needs with the business’ current goals. Let employees know why you are delegating projects, assignments, and tasks to them. Get comfortable with the idea that your employees may not approach or complete the assignment in exactly the same way you would.

2) Being clear about the purpose of the assignments, the performance outcomes, and the deadlines for completion is important and has some benefits: Employees who are given clear direction up front will be able to see the whole picture. It will also eliminate any anxiety they may have about differences in work style.

3) When you delegate assignments, you will also want to discuss the scope of each assignment and provide all of the background information necessary to support your employees’ success. In addition, be sure to define the materials and budget available to your employees so they understand the constraints under which their assignments must be completed.

4) Finally, share why you chose to delegate a certain assignment to a specific employee. If the assignment supports an employee’s long-term career goals or showcases his or her talents, say so.

When you delegate a task, express your commitment to the employee’s success and discuss potential barriers that he or she may encounter. When done correctly, employees will feel committed to their new assignments and motivated by the challenge—and the entire team will benefit.

For more tips on effective delegation, contact CMOE.

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16 Top Delegation Tips for Work in 2024

You found our list of delegation tips.

Delegation tips are strategies leaders can use to assign duties to others. For example, these can include identifying team skills, setting clear expectations, and providing necessary resources. The purpose of these tips is to improve efficiency and ensure teams complete projects successfully. These tips are also known as “delegation techniques” and “how to delegate.”

These delegation tips are similar to team management skills , management tips , and team building elements .

This list includes:

• delegation techniques
• best delegation tips
• how to delegate
• delegation in project management
• delegation at work
• delegation skills for leaders

Let’s get to it!

List of delegation tips

From knowing your team’s skills to setting expectations, here is our list of the best tips to help leaders and project managers delegate.

1. Understand the Project

Before assigning tasks to your team, thoroughly understand the project. You should know the project’s goals, purpose, and mission. This understanding will help you match tasks with team members’ skills and set realistic deadlines. Sharing the project’s big picture with the team boosts their motivation and productivity. Effective delegation involves strategic planning and a deep understanding of both the project and your team.

2. Prioritize Tasks

To manage your workload well, prioritize tasks. First, start with tasks that need immediate attention. Then, focus on steps that match your goals. Consider deadlines, project impact, and risks of not completing tasks on time. Prioritizing helps you use your time wisely and reduce stress. When you prioritize effectively, you can focus on boosting productivity.

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3. Assess Risks

Assessing risks is one of the most vital delegation skills for leaders. Before assigning responsibilities, it is important to analyze potential hazards or uncertainties linked to the tasks. This step helps identify possible challenges and develop plans to handle them.

Assessing risks shows a proactive approach to delegation and improves decision-making. Planning for potential issues allows leaders to make informed choices.

4. Identify Team Skills

Identifying team abilities is crucial when assigning tasks. Before giving out responsibilities, assess each team member’s strengths and expertise. Understanding employees’ skills allows for more strategic task assignments. Recognizing team abilities ensures you can assign tasks effectively, leading to better project outcomes.

A diverse team with varied skills boosts productivity and creativity in problem-solving. By acknowledging and using these talents, teams work more efficiently toward their objectives.

Here are examples of team skills .

5. Choose the Right Employee

Choosing the right individual for a task is crucial for effective delegation. Team members should have the necessary skills and experience for the role. Consider the employee’s workload to avoid overburdening them. Further, clearly communicate expectations, deadlines, and desired outcomes. Selecting the right individual enhances productivity and builds trust within the team.

6. Communicate Clearly

Effective delegation at work requires clear communication. When assigning tasks, give detailed instructions and expectations. Be sure to clearly state desired outcomes, deadlines, and any specific requirements. This step ensures your team understands their responsibilities and can perform efficiently.

Unclear instructions can lead to misunderstandings and errors. Clear communication builds trust among team members and their leaders. When the whole team is clear on tasks and expectations, it fosters a united and productive work environment.

Here are internal communication tips .

7. Set Expectations

Setting clear expectations is essential when assigning tasks. Be sure to define the task, deadline, and specific requirements clearly. This process ensures the whole team understands what they need to do.

This communication reduces misunderstandings and errors. Plus, setting expectations helps team members know their duties, promoting accountability and efficiency. You should also welcome questions for clarity.

8. Provide Resources

A key tip for delegation in project management is to provide resources to those handling them. Resources can include tools, information, training materials, or access to experts for guidance. Giving team members these resources boosts their chances of success and makes them feel supported.

This approach increases productivity, efficiency, and trust within the team. By offering resources, you empower team members to work independently and confidently, leading to better project outcomes.

9. Use Project Management Technology

Using project management technology can greatly improve your delegation skills. Tools like Asana, Trello, or Slack streamline workflow and ensure clear communication among your team.

You can assign tasks, set deadlines, and track real-time progress. This visibility helps avoid duplicate tasks and ensures each individual has a fair workload. The technology also holds team members accountable for their tasks, boosting efficiency and productivity.

Check out this list of project management tools .

10. Empower and Trust Teams

Empowering and trusting teams is key for effective delegation. Giving team members autonomy and authority makes them feel valued and motivated. Trusting workers’ abilities fosters ownership, leading to increased productivity and innovation.

Delegating tasks with clear objectives lets individuals make decisions confidently, improving their skills and morale. Trusted teams are more likely to take initiative, solve problems independently, and deliver great results.

11. Set Milestones and Checkpoints

Setting milestones and checkpoints is among the most crucial delegation techniques. Milestones are specific project points that teams must achieve, while checkpoints mark progress. These markers help monitor progress and ensure tasks stay on schedule.

When delegating, divide the project into smaller segments for better tracking. Checkpoints allow for evaluating task alignment and making adjustments. This method promotes accountability and clarity for both parties.

12. Offer Support and Guidance

Offering support and guidance to your team is crucial when delegating tasks. To ensure success, provide clear instructions and be available for questions. Additionally, encourage open communication and offer assistance when needed to build trust and confidence. Effective delegation involves assigning tasks as well as supporting your team throughout the process.

13. Monitor Progress

After delegating a task, track its progress regularly. Tips include scheduling check-ins with your team to review project stages, identifying bottlenecks, and solving them smoothly. Communication about progress and challenges can help keep tasks on task.

It is important to note that monitoring is not micromanaging. Instead, this process involves guiding your team to task completion. You should celebrate small victories, give constructive feedback, and help when necessary.

14. Give Feedback

Open communication is vital for effective delegation, so offering feedback is key. Feedback helps correct mistakes and reinforces positive behaviors. When delegating tasks, give constructive feedback regularly. It is important to frame feedback to support development without harming self-esteem.

Additionally, acknowledge achievements and suggest areas for improvement. Feedback should be a two-way street, so encourage team members to share their thoughts and challenges. This process improves understanding, strengthens relationships, and creates a better work environment.

15. Recognize and Reward

Recognizing and rewarding your team’s efforts is vital for effective delegation. This step boosts morale and productivity. When teams finish a task, praise their hard work and achievements to create a positive workplace atmosphere. Feeling valued motivates team members to excel.

Rewards do not always have to be monetary. Simple gestures like extra break time or a thank you can have a big impact. Recognizing and rewarding contributes to a healthy work environment and improves team performance.

16. Evaluate and Learn

When wondering how to delegate well, it is crucial to keep learning from the process. To find areas for improvement, regularly review how you assigned tasks and the results. It is important to analyze both successful and unsuccessful outcomes to sharpen delegation skills for future tasks.

Recognizing what worked well and what could be better helps you delegate more effectively next time. This reflective approach is essential for improving delegation skills in any work setting.

Final Thoughts

Effective delegation is a crucial skill for any leader. This process ensures teams use resources efficiently and fosters a culture of trust and empowerment. By following these delegation tips, leaders can ensure that folks complete tasks efficiently and effectively, leading to successful project outcomes. Moreover, delegation provides opportunities for team members to grow professionally by taking on new responsibilities.

Next, check out our posts on leadership icebreakers  and leadership skills .

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FAQ: Delegation tips

Here are frequently asked questions about delegation tips.

What is delegation?

Delegation is a crucial skill for managers. This process involves assigning tasks to team members, freeing up time for managers to focus on other important tasks. Good delegation involves knowing your team’s strengths and assigning tasks accordingly.

Through delegation, teams grow, build trust, and boost confidence. Delegation is about making team members feel valued and handling work efficiently.

When should you delegate at work?

Knowing when to delegate at work is key to productivity and success. Leaders should delegate tasks that require specific skills from others. If a task takes up too much time and stops you from focusing on important duties, then consider delegating it.

Also, if you are swamped with tasks, then delegating can ease your workload and boost efficiency. Recognizing when to delegate can lead to a more balanced workload and better results at work.

What are the benefits of delegation?

Delegation boosts workplace productivity in several ways. First, this process helps leaders manage time better by assigning tasks to others. Second, delegation builds trust and empowers team members, making them feel valued.

In addition, this skill promotes skill development, enabling employees to grow professionally. Finally, delegation distributes work evenly, preventing burnout and ensuring teams complete tasks well.

What are the disadvantages of delegation?

Delegation can have downsides if not done right. One major issue is when team members mishandle tasks due to a lack of skills or knowledge, resulting in errors or poor performance. Another problem is relying too much on others, which can stunt personal growth and cause tension in the team.

When leaders do not communicate clearly or define responsibilities, it can lead to confusion, missed deadlines, and unmet expectations. Delegating too much can also disconnect management from what is happening on the ground. Finally, if not managed well, delegation can create unequal workloads, causing employee dissatisfaction. Avoiding these issues is crucial for successful delegation.

What are the steps of delegation?

Delegation requires several steps.

Here are a few tips to consider:

• prioritize tasks
• choose the right individual
• provide resources
• set milestones
• recognize and reward

Leaders and project managers can use these tips to finish tasks successfully.

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Delegating: Authority Skills, Tasks and Effective Delegation

Delegation is an important management skill. 

These rules and techniques will provide you with valuable insights into effective delegation methods. They will also help you when your manager is delegating a new task or responsibility to you - delegation is a two-way process.

Why is Delegation a Critical Skill?

Good delegation saves time, develops people, grooms a successor, and motivates.  

On the other hand, poor delegation will cause you frustration, demotivates and confuses the other person, and fails to achieve the task or purpose itself. 

Delegation is a management skill that's worth improving.  

Here are some simple steps to follow if you want to get it right, with different levels of delegation freedom that you can offer. 

This delegation skills guide deals with the general principles and processes, which apply to individuals and teams , or to specially formed groups of people for individual projects (including 'virtual teams' ).

The Importance of Effective Delegation

• Delegation is a very helpful aid for succession planning, personal development and seeking and encouraging promotion. It's how we grow in the job. Being appointed more tasks enables us to gain experience to take on higher responsibilities.
• Delegation is vital for effective leadership.  See the Leadership Tips and Leadership Theories web pages for guidance and explanation of how delegation enables and increases leadership effectiveness.
• Effective delegation is crucial for management and leadership succession. For the successor as well as the manager or leader too: the main task of a manager in a growing, thriving organisation is ultimately to develop a successor. This plays a crucial role in the succession and progression of an organisation.

A Two-Way Process

• As someone appointing tasks, you must ensure this happens properly. 
• Just as significantly, as the recipient of tasks you have the opportunity to 'manage upwards' and suggest improvements to the process - especially if your boss could use the help.
• Managing the way you receive and agree to do delegated tasks is one of the central skills of 'managing upwards'

Deciding on which Tasks to Delegate - A Checklist

A simple rule is the SMART acronym,  or sometimes even  SMARTER. Before delegating tasks check whether they are:

This  delegation and review form  provides more detail on how to implement these in practice when delegating tasks. 

9 Steps of Successful Delegation

1. Define the task

• Confirm in your mind that the task is suitable to be delegated. 
• Does it meet the criteria for delegating?

2. Select the individual or team

• What are your reasons for delegating to this person or team? 
• What are they going to get out of it? 
• What are you going to get out of it?

3. Assess ability and training needs

• Is the other person or team of people capable of doing the task? 
• Do they understand what needs to be done? If not, you can't delegate.

4. Explain the reasons

• You must explain why the job or responsibility is being appointed to someone. Why is the task being delegated specifically to that person/this group of people? 
• What are its importance and relevance? 
• Where does it fit in the overall scheme of things?

5. State required results

• What must be achieved? Clarify understanding by getting feedback from the other person. 
• How will the task be measured? Make sure they know how you intend to decide that the job is being successfully done.

6. Consider the resources required

• Discuss and agree on what is required to get the job done. 
• Consider people, location, premises, equipment, money, materials, other related activities and services.

7. Agree on deadlines

• When must the job be finished? Or if it is an ongoing duty, when are the review dates? 
• When are the reports due? 
• If the task is complex and has parts or stages, what are the priorities?

Important:  At this point you may need to confirm understanding with the other person of the previous points, getting ideas and interpretation. As well as showing you that the job can be done, this helps to reinforce commitment.  Methods of checking and controlling must be agreed with the other person. Failing to agree on this in advance will cause this monitoring to seem like interference or lack of trust.

8. Support and communicate

• Think about who else on the team needs to know what's going on, and inform them. Do not leave the person to inform other managers of their new responsibility. 
• If you have been delegated an important, potentially urgent task, inform your immediate supervisor that you will focus on this task for the time being.

9. Feedback on results

• It is essential to let the person know how they are doing, and whether they have achieved their aims. 
• If the aim has not been achieved, it is beneficial to review why things did not go to plan and deal with the problems together. 

10 Levels of Delegation

Delegation is more complex than telling someone else what to do.

There is a wide range of varying freedom that you can confer on the other person. Generally speaking, the more experienced and reliable the other person is, then the more freedom you can give.

The more critical the task, then the more cautious you need to be about extending a lot of freedom, especially if your job or reputation depends on getting a good result.

Aspects to Consider

• It is important to ask the other person what level of authority they feel comfortable being given. Some people are confident; others less so. It is your responsibility to agree with them on what level of freedom is most appropriate so that the job is done effectively and with minimal unnecessary involvement from you. Involving the other person in agreeing on the level of delegated freedom for any particular responsibility is an essential part of the 'contract' that you make with them.
• These levels of delegation are not an exhaustive list. They are nuanced and complex which is why it is important to take time to discuss and adapt the agreements that you make with people regarding these delegated tasks, responsibilities and freedoms according to the situation and each person.

These examples of different levels progressively offer, encourage and enable more delegated freedom. Level 1 is the lowest level of delegated freedom (basically none). Level 10 is the highest level typically (and rarely) found in organisations.

Important:  Each example statement below is simplified for clarity. In reality, you would choose a less abrupt style of language, depending on the person and the relationship. At the very least, a 'Please' and 'Thank you' would be included in the requests.

1. 'Wait to be told' or 'Do exactly what I say' or 'Follow these instructions precisely.'

These are all examples of instructions with no delegated freedom at all.

2. 'Look into this and tell me the situation. I'll decide.'

This is asking for investigation and analysis but no recommendation. The person delegating retains responsibility for assessing options prior to making the decision.

3. 'Look into this and tell me the situation. We'll decide together.'

This is has a subtle important difference compared to the above example. This level of delegation encourages and enables the analysis and decision to be a shared process, which can be very helpful in coaching and development.

4. 'Tell me the situation and what help you need from me in assessing and handling it. Then we'll decide.'

This opens the possibility of greater freedom for analysis and decision-making, subject to both people agreeing this is appropriate. Again, this level is helpful in growing and defining coaching and development relationships.

5. 'Give me your analysis of the situation (reasons, options, pros and cons) and recommendation. I'll let you know whether you can go ahead.'

Asks for analysis and recommendation, but you will check the thinking before deciding. Compared to the above examples the person doing the task is granted significantly more freedom.

6. 'Decide and let me know your decision, and wait for my go-ahead before proceeding.'

The other person is trusted to assess the situation and options. Additionally, they are deemed competent enough to decide and implement too, however, for reasons of task importance or perhaps externally changing factors, the boss maintains the control of timing. 

Importantly, this level of delegation can be frustrating for people if used too often or for too long. It is therefore important to explain the rationale behind having to wait for the "go-ahead".

7. 'Decide and let me know your decision, then go ahead unless I say not to.'

Now the other person begins to control the action. This subtle increase in responsibility saves time. The default is now positive rather than negative. 

This is a very liberating change in delegated freedom, and incidentally, one that can also be used very effectively when seeking responsibility from above or elsewhere in an organisation, especially one which is strangled by indecision and bureaucracy.

8. 'Decide and take action - let me know what you did and what happened.'

This delegation level, as with each increase up the scale, saves even more time. 

T his level also enables a degree of follow-up by the manager as to the effectiveness of the delegated responsibility, which is necessary when people are being managed from a greater distance, or more 'hands-off'. The level also allows and invites positive feedback by the manager, which is helpful in coaching and development of course.

9. 'Decide and take action. You do not need to check back with me.'

The most freedom that you can give to another person when you still need to retain responsibility for the activity. 

A high level of confidence is necessary, and you would normally assess the quality of the activity after the event according to overall results, potentially weeks or months later. 

Feedback and review remain helpful and important, although the relationship is more likely one of mentoring, rather than coaching per se.

10. 'Decide where action needs to be taken and manage the situation accordingly. It's your area of responsibility now.'

The most freedom that you can give to the other person. 

Often, this shift to a strategic responsibility occurs with a formal change of a person's job role. This gives the other person the responsibility for defining projects, tasks, analysis and decisions that are necessary for the management of a particular area of responsibility. 

This level of the delegation would most frequently be used when developing a successor, or as part of an intentional and agreed plan to devolve some of the job accountability in a formal sense.

The Role of 'Contracts'

Variously called 'contracts', 'psychological contracts' or 'emotional contracts', these expressions describe the process of agreeing with the other person what they should do and the expectations linked to the responsibility. 

This is based on the premise that forming a 'contract' by agreeing on the expectations and responsibilities that come with a task, increases accountability and commitment. 

It is essential to the so-called contracting process to discuss a range of topics such as time-scale, resources, budget, purpose and method of the task that is being delegated. 

Further, it is advisable to also include questions, issues or concerns in this discussion.

For further information,  click here to visit our piece on The Psychological Contract and click here for our article on Eric Berne's idea of Transactional Analysis Contracting – both are highly relevant to delegation.

On BB, we have far more tips and materials relating to effective management, working, career and self-development. Many, including those below, are very relevant to delegation.

For some more helpful tools on delegation:

• See the  Goal Planning Tips and Template  and the  Activity Management Template 
• The  Tannenbaum and Schmidt Continuum  model provides extra guidance on delegating freedom to, and developing, a team
• The  Tuckman 'Forming, Storming, Norming Performing' model  is particularly helpful when delegating to teams and individuals within teams.

For example processes and tools:

• Goal Planning
• Project Management

And help with managing people in the theories, meaning and application of:

• Erikson's Life Stages - very powerful for self-awareness - and helps explain why have different responses to delegation
• Kolb's learning cycle and learning styles - helps explain why we respond differently to different tasks and communications
• Maslow's Hierarchy of Needs - just as relevant today as ever
• Kirkpatrick's learning and training evaluation model - simple, quick great for designing and measuring development effectiveness

Delegation Problems And Solutions

As a manager, you are familiar with the process of delegating and monitoring work. As project manager, you still need to delegate. However, the problems you will face may be quite different from those you have in your department, and the solutions should be different as well (see Figure 3-2).

Here are some of the common problems faced by project managers, and ideas for solving them:

• Problem: Emphasis is on assignments, not on people. As a department manager, you are accustomed to facing and overcoming a series of problems. The people working in your department are there on a permanent basis, meaning that their task assignments are usually fixed and well-defined. But as project manager, you face a temporary situation. Problems are unique to the project and nonrecurring in nature. Your team members will not have well-defined areas of responsibility unless you define them.

Solution: Pick the right people, not just the right number. You may find yourself thinking about projects in departmental terms, and this could be a mistake. For example, you know it takes seven people to manage your department's workload, so you conclude that you'll need a specific number of people for your project, the number becomes the emphasis. An alternative is to pick the people first and then match them to the phases and tasks, not by number, but by areas of responsibility.

Figure 3-2 Delegation problems and solutions.

• Problem: A highly structured work environment is imposed on the team. You may have learned from experience that a department works well when every task is clearly defined, even in advance of putting someone on the job. The procedures are well-understood, and the scope and limits of each employee's job are defined, often in writing. But when it comes to projects, you will want to encourage people to work more independently, perhaps even with much more freedom than you would ever allow in your department. Imposing an overly structured environment on your team members may stifle their freedom to act and impede the creativity and team spirit you want to encourage.

Solution: Encourage individual responsibility and effort. Team members respond best when they are allowed a degree of independence. Teamwork, ironically, often grows from allowing people to solve problems as individuals. They can work together when the restrictions of a well-defined department are removed. Give your team the freedom to tackle an area of responsibility and to see it through.

• Problem: The leader is too involved and too assertive. You might be what is called a hands-on manager, one who likes to roll up your sleeves and do your share of the work. That approach is appropriate in many departments, and it keeps you in touch with your permanent staff. But for a project, such an approach could impede progress. If you insist that the project be done your way, you are not allowing a team to form. That requires a less assertive approach.

Solution: Lead your team in a different way. Think of your project team differently from how you think of your department. Reduce your role to that of monitor. Watch the budget and the schedule, and ensure that your team comes through; be available to solve problems that your team wants you to solve. For some projects, you may need to work on the same level as your team because of deadline pressures, lack of people on your team, or unexpected problems and delays. But step in only if your team needs you, not because you assume that's always the best way to proceed.

• Problem: The team is isolated through lack ofdelegation. Project management is an excellent opportunity for sharpening your delegation skills. If you do not delegate effectively, your team will sense that it's being left out of the primary work of the project, and everyone will feel isolated. Just as a department manager has to keep staff informed of changes that affect them, you should plan to involve your project team in every phase of the job.

Solution: Coach the team, but allow it the freedom to act. It would be a disaster for a sports coach to take the place of a player because the job wasn't being done correctly. If you see one or more team members failing in their areas of responsibility, don't step in and do the work yourself. Work closely with them, not only to help them complete tasks, but to enable them to recognize the phase and project goals in operation. Help your team to succeed instead of allowing delegation to work in reverse.

• Problem: Team members let their egos rule. You face a difficult challenge when your team stops operating as a unit and becomes a group of individuals in conflict. When team members begin to compete with one another for credit, for work, or for the way to proceed, recognize that the problem is not theirs, it's yours. A team run on ego cannot function well. The intended goal is replaced with personal goals, and your project is in jeopardy of being lost in the shuffle.

Solution: Stress team and project goals over individual success. As team leader, you are responsible for the motives and goals of your team. You may have to remind your team members more than once that they are heading for a common goal and that individual credit or recognition has no place in your project team. You can get the point across by example: Don't present the job as your project, or its success or failure in terms of your career. It is a team effort, and you will be most likely to succeed when you demonstrate that belief through your own actions.

It has been important to address the personal element of your project before going on to discuss the budget and the schedule. The structure of your team will define these other requirements to a large degree, and your success as a project manager will depend on the people you select and the way in which they work together or are allowed to create on their own team. Chapter 4, shows how the budget fits into the organizational plan of your project.

Continue reading here: Budgeting Responsibility

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Readers' Questions

Why you should delegate tasks to team members reading answers?

Delegating tasks to team members is an effective way to ensure that projects are completed on time and to the best of the team’s ability. It also allows team members to use their individual strengths to contribute to the greater good, while freeing up time for the team leader to focus on important tasks. Additionally, it helps to foster a sense of ownership and accountability within the team, as each team member is responsible for their own tasks. Finally, delegating tasks ensures that everyone is given a chance to learn and grow, giving them the opportunity to develop their skills and abilities.