Delegation: The leadership multiplier
...Delegate good times, come on!
The last session in a recent four-part Leadership Pathway I delivered focused on delegation - an area participants had identified as their biggest challenge. The session was created in direct response to their feedback, with many recognising delegation as one of the most essential but elusive parts of effective leadership.
We opened by revisiting the classic HBR article, “Management Time: Who’s Got the Monkey?” - a brilliant way (as I saw it) to flip the script and examine delegation from the other side. The piece explores how work that isn’t yours often ends up on your plate, with colleagues trying to hang their ‘monkeys’ round your neck all day long. It serves as a nice reminder of how easily leaders fall into the trap of picking up others’ problems - and it set the stage for a deeper exploration of the kind of work we, as leaders, should be actively delegating, so that the work we delegate is not considered a ‘monkey’ for someone else.
Delegating is the act of redirecting tasks and initiatives to other team members.
When you think about your daily workload, how much of it do you think you should be delegating?
What have you done today, this week, this month - that you probably should have delegated but didn’t? Why? What stopped you?
Here are some common reasons given by participants on the Leadership Pathway:
“It’s quicker if I do it myself.”
“I don’t want to add to their workload.”
“They won’t do it the way I want.”
“What if they fail?”
“Delegating means I need to keep checking they’re on track - I might be overloading them.”
“It feels like micromanaging.”
“Lack of time with my team members.”
“Strong personalities or reluctance to change.”
Delegation is not about dumping work; it’s about building capability.
One of the biggest misconceptions about delegation is that it’s just offloading tasks you don’t want to do. But true delegation is about empowerment, growth and multiplying your impact - not just ticking boxes on your to-do list.
Done well, it helps you focus on strategic work while growing the capability of your team. Done poorly, you become the bottleneck - and everything slows down.
So where do you start?
By listing everything that needs doing, you can apply the classic Eisenhower Matrix to sort tasks by urgency and importance. I first came across it in Stephen Covey’s 7 Habits, and it’s still one of the best tools for prioritising.
Anything that falls under Urgent but Not Important is ripe for delegation.
There will always be tasks you could do yourself, but if someone else is better suited - or could benefit from the opportunity - then it’s worth handing over. Delegating these frees you up to focus on what only you can do.
A Culture of Shared Responsibility
In a collaborative team culture, delegation isn’t about offloading - it’s about working smarter, together. It’s a two-way street: just as you support others, they support you.
Say a colleague offers to lead a trip - that’s a great example of someone lightening your load, just as you’d step in for them when needed. Shared responsibility builds strength and avoids bottlenecks.
To make delegation effective, follow-up is essential. Keep track of delegated tasks through regular 121s or check-ins - whether via email, or in scheduled meeting time. Delegation without a follow-up plan is no better than not assigning the task at all. If no one is accountable, things will inevitably fall through the cracks.
How to Delegate Effectively
Successful delegation depends on three things:
• Capability – Do they have the skills, resources, and knowledge to succeed?
• Authority – Do they have the decision-making power to take ownership?
• Accountability – Are they responsible for the outcome, with clear expectations?
Before you delegate, get clear on the objective - and rehearse what you’ll say. Scripts help. Here are a few you might find useful:
Delegation Scripts
Task-Based Delegation Script (when delegating a particular action or task)…:
“Can you take the lead on [insert action/project]? I’m happy to support you as needed, and we can check in in [insert appropriate timeframe/weeks] to see how things are going.”
Monkey Deflection Script (best when someone suggests an idea that they expect you to do)…:
“Sounds great! What are you thinking?” or “Nice - can you lead on that? How will you approach this?”
Growth-Oriented Delegation Script (coaching style, when an opportunity could lead to development/growth for a team member)…:
“This would be a good one for you to take on - I think it’ll help you develop [skill]. Have a go, and I’m here if you need anything. What do you reckon?”
Problem-Solving Delegation Script (Encouraging Ownership - when a colleague or team member comes to you for a solution, or with a problem)...:
“Rather than me stepping in, I’d like you to take the lead on this. How do you think we should go about it? Let’s talk through what you need to make it work.”
Reflect and act - Delegation Checklist:
Use this quick checklist next time you’re ready to delegate:
What am I delegating - and why?
Who is the best fit - and why?
Are they capable?
Do they have authority?
Will they be held accountable?
How will I ask them? (Use a script that fits the context.)
Final Thoughts
Delegation is about building team capability - not dumping work.
Our role as leaders is to provide clarity, set expectations and trust our teams to grow.
Final Tips to Lead Smarter
Use the “Lead on that” approach: “Can you take the lead on that for me?”
Delegate thought, not just tasks: “How would you approach this?”
Try the 2-Minute Rule – If it takes less than two minutes to explain, delegate it.
Follow up without micromanaging: “Where are you with…? What’s your next step?”
And my old mentor’s classic: “OK, so what are you thinking?”
Follow the 70% rule – If they can do it 70% as well as you, delegate it.