Four Steps To Delegation.
Delegating is a mystery to many leaders.
Instead of guessing, try the four steps to delegation.
Did you know nearly 40% of CEO’s are actively working on their delegation skills?
When a team member doesn’t finish what you ask of them, it’s usually because:
They’re not organised enough.
They didn’t know what was expected of them.
They were overwhelmed/in their panic zone.
They said ‘yes’ to you but didn’t say ‘no’ to something else to make space.
There’s no real consequence if they don’t.
They know deep down you’ll do it anyway.
They don’t know how to ask for help.
They want to impress you but end up panicking in the process.
Do any ring true for you?
It’s not that the people you delegate to aren’t competent enough.
It’s that you’re missing evidence that they can get it done.
Next time, flip it.
Instead of hoping they deliver, think of setting yourself (and them) up more safely.
Get evidence they can handle what you’re asking of them, before you give them more responsibility.
Don’t ask them to reassure you they can do it. Get them to show you instead.
The four steps of delegation.
In this framework, before you give a team member more responsibility, they prove they can handle a lesser amount (the below framework is via COO Leila Hormozi).
The four steps in this framework are:
Level 1: your team member gets you information.
Level 2: your team member informs you of progress.
Level 3: your team member gives you an update on results.
Level 4: your team member has full ownership.
Let’s take a look at each stage in detail.
Level 1: get information.
Best for: junior and new team members.
You ask a team member to do a small task, then present it to you. At this stage, you get data on their time management and prioritisation skills.
If that’s easy, they move to level 2. If they struggle, they get feedback on what you need to see more of, to give them greater responsibility.
Level 2: informed progress.
Best for: experienced team members.
Get your team member to do a small task where they take total responsibility.
It’s low risk in that if they don’t finish it, it’s not the end of the world. But you’re invested enough that you will give them feedback on how to tackle it next time, or help them figure it out.
A useful stepping stone for most team members.
Level 3: informed results.
They do a task and give you an update on how it went.
You share reflections on what worked well, what they might do differently next time.
Level 4: full ownership.
Your team member is given a task and you never have to hear about it, because it’s taken care of.
Because you have evidence they’re organised, motivated, invested, and skilled.
They get higher autonomy, flexibility, and ‘yes’ to more responsibilities.
Which level sounds right for your team?
Level 3 and 4 is the goal for most leaders.
But to get there, sometimes you need to start at a level 1 or 2.
If you’ve had inconsistent results, try this.
Identify what stage your team member is at.
Then, identify what stage your leadership preference is at.
The gap between tells you the work you both need to do.
For example, if your team member is at a level 2, it’s likely they’ll need:
Assistance managing overwhelm.
Clarity from you on what ‘done’ looks like.
Support from you on the bits they find daunting.
A check in meeting before the finished product.
To work on their time management skills.
If your team member is at a level 3, and wants to be a level 4, you’ll need to:
Give them feedback on what stops you from giving them more autonomy.
Sort out a reporting system that gives you visibility.
Taking ownership isn’t really about the ‘technical’ skills.
What makes someone great is all the stuff around it: emotional control, organisational skills, clear expectations, and being personally invested.
When your team member can do all that, and the technical skill you hired them for, you have a high performer.
Create your stress-free delegation checklist.
Ideas to consider:
How can I be clearer with what I expect, upfront?
How can I de-risk my delegation by creating more check-ins?
What milestones do I need to see evidence of progress?
What do I need to say no to, to say yes to working differently?
The quick guide to delegation.
What level is your team member at? (e.g. 1 - low risk, 4 - high risk)
What level do you ideally want them at? (e.g. 3 - reporting to me).
What will it take to get there? (e.g. clarifying your expectations).
In our Leadership Programmes, we teach these lessons.
Leaders step through the four steps of delegation, learn about our G.I.V.E. Framework for delegating any task, and get feedback from experienced facilitators.
The result is that leaders have practical tools to lead.
Future leaders can communicate with authority. First time leaders can manage performance. Established leaders can lead their culture.
What could your leaders achieve at work if they had the tools to confidently lead teams for results?
Leadership Training
For future, first time, and established leaders.