Delegation — do you add any value when you pass a task down the chain?
I find myself picking up this topic multiple times. Is it because I keep noticing this gap over and over?
When a leader in an organization identifies a need or opportunity, their instinct is to determine which team or individual is best equipped to handle it. But merely delegating the task does not necessarily add value.
As leaders, we must ask ourselves: What am I contributing to the hand-off process?
In delegating work, the first question we should ask is: Did I apply systems thinking to better understand the full context and implications of the task? Leaders occupy their roles because of their experience. We’ve been in the trenches. We see interdependencies between functions. We’re aware of potential risks others may not recognize. Given our vantage point, we’re positioned to provide clarity by connecting dots that may not be visible on the front lines.
Rather than simply passing a task down the chain, shouldn’t we as leaders consider ways to set the team up for success? Can we identify ambiguity that would allow for misinterpretations? Might we highlight risks requiring contingency plans? Are there adjacent functions that should be looped in? Effective leaders shine a light on the gray areas.
We add value not by directing specifics, but by broadly guiding intent. Great leaders don’t handhold; we create conditions allowing our sharp teams to thrive independently within understood guardrails.
In delegating tasks without framing context, we not only fail to add value but also risk frustration. If expectations of direct reports exceed their vantage point, it damages morale and retention. If we delegate without guidance, at what point do team members grow experienced enough to warrant our roles themselves?
So ask yourself with every delegation: Did I add enough value here to demonstrate the very leadership I’m expected to provide? If not, dig deeper and give your team the perspective only you can provide.
Until next time, Cheers,
Amit
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