A question that I have been hearing more often in conversations, particularly with people who have recently transitioned to a leadership role, is how to delegate tasks they know how to do well, then trust that the work will be of quality.

I’d argue that the core issue is less about delegation and more about the leader’s acceptance of others doing things differently. When you assign a task to someone, you also share with them the responsibility for the outcome.

Among others, one of the reasons for assembling a team is to be able to complete projects that are more complex than one person can handle to finish within a reasonable amount of time. Members of the team must be aligned on many aspects, yet they may have different ways to solve particular problems. Some of those solutions may even be better than what you had in mind. Here is a real challenge for those in positions of leadership: Can you let your team execute in ways that differ from your own?

Preconditions

This argument has been one-sided so far. Delegation of tasks requires meeting prerequisites. One cannot abdicate responsibility for the outcome and assign tasks to those who are unprepared. First, you would be putting people in a position where they cannot be successful. Second, you are accountable for being effective in your role as a team leader.

Who are the individuals on your team with the necessary skills and mindset to handle the responsibilities of the task? Note that they need not be experts in that particular task. It is often the case that professional growth comes from the struggle to learn and do new things. However, they need to have the required foundational skills. For instance, a person who needs to weld the body of a rocket may never have done it before and needs to learn a thing or two, but they must already know how to weld well.

Investing in your team

Delegation also plays a developmental role for your team members. By providing them with opportunities to challenge themselves, pushing them out of their comfort zones, you are letting them figure out on their own—but be around for when they need help, or you need to nudge a course correction.

This investment in them leads to more innovation, co-ownership, accountability, and professional growth via learning opportunities.

Before you ask, “what if <insert reason>?” There are circumstances where delegation may not be possible, for example:

• Tight Deadlines: When time is of the essence, a more direct involvement may be necessary.
• Quality: If the output directly affects the quality of the final product or service. Stepping in might be necessary to guide the team.

Developing team culture

Witnessing and accepting that the team will do things differently from what you would have done works to your professional development, too, since many of their solutions will surpass your own.

When delegating, your job is to communicate requirements and expectations effectively, then let the team work the solution.

However, don’t mistake delegation with renouncing your duties. You are expected to follow up on progress, evaluate demos, provide feedback, and correct course if needed.

Summary

Delegation done right comes with multiple benefits, including, but not limited to team professional growth, healthier communication, guidance rather than micromanaging, and your own betterment.

Being effective at delegating is a foundational building block of team culture. It forms a shared understanding of how to act and respond when you are not in the room.

Trust, investing in your team, clear communication, acceptance of other solutions, and a balanced approach to oversight are your tools in becoming a better leader.