M21BuildPeople· Module 4
Delegation
Work is handed over, then taken back when it isn't done exactly right.
- Stabilise
- Institutionalise
- Scale
- Leadership
- People
- ~5 min · Worksheet
The business problem
Founders often delegate tasks without the authority, information or standard needed to do them. When results fall short, they take the work back and conclude that no one else can do it. The cycle reinforces founder dependency.
Why it matters
Delegation is how a business grows beyond its founder. Done properly — outcome, authority, standard, support and review — it builds capability rather than creating risk.
What you will learn
- Delegate outcomes, not just tasks
- Match the level of delegation to the person's readiness
- Hand over the information and authority needed
- Review without taking the work back
Core questions
- What should I stop doing so the business can grow?
- Who could own it, and what do they need to succeed?
- What standard will I accept, even if it differs from mine?
- How and when will I review, rather than check every step?
Work through the module
CaseWhat is happening?
Family-owned supermarket, 35 people · Illustrative teaching case
A second-generation owner hands supplier ordering to the store manager, then overrides orders whenever stock looks low. The manager stops deciding. They agree a written standard — stock levels, budget, approved suppliers — and a weekly review. The owner stops intervening between reviews.
DecisionWhat does the leader need to decide?
Keep control of ordering, or delegate it with a standard and review instead of intervention?
FrameworkHow should they think about the problem?
Levels of delegation
Delegation runs from 'do as I say' through 'recommend, I decide', 'decide and tell me', to 'decide; we review monthly'. Move people up the levels as they show judgement. State the level explicitly each time.
ToolWhat can they use?
Delegation planWorksheet
- The outcome being delegated
- Who owns it, and at what level
- Authority, budget and limits
- Standard of success
- Review date and format
ApplicationHow does it apply to their business?
Apply it to your own business:
- List what you did last week that someone else could own
- Pick three items and complete a delegation plan for each
- Agree them with the new owners
ImplementationWhat changes?
What should change in the business:
- Hand over authority and information, not only the task
- Hold the review; resist intervening between reviews
- Move the owner up a level when they are ready
ReviewDid it work?
How to tell whether the change worked:
- Are delegated outcomes being delivered to standard?
- How much time have you recovered?
- Has the delegate's level of authority increased?
After this module you should be able to decide
Keep control of ordering, or delegate it with a standard and review instead of intervention?
And leave with: A delegation plan for three responsibilities you still hold.
Sequence · People
Related modules
Part of these learning paths