Three simple principles for delegation

One of my reports recently asked me about my framework for delegation. I never distilled it into something simple, so here's my attempt.

The best delegation I've experienced — on both ends of the experience — shares one pattern: autonomy and accountability move together from the delegator to the delegatee.

Three simple principles capture this:

Delegate problems rather than chunks of a solution

Don't over-structure what you delegate. If you have to break down every step, you're still solving the problem yourself. Work is like a hill and a lot of it is in figuring out what to do. Two key outcomes of delegation are giving people a learning experience and freeing yourself to focus elsewhere. Over-structuring undermines both: learning comes from figuring out the approach, and detailed instructions can cost more in context transfer than letting someone find their own path.

Frame the problem well and clarify why it matters. That gets you closer to real learning and real autonomy.

Define clear boundaries for the problem you're delegating

Beyond framing the problem, define its constraints and align on the expected outcome.

Misalignment on inputs like priority and timelines leads to loose accountability and wasted effort. Misalignment on outcomes pushes the delegator into details, reduces the delegatee's autonomy, and turns conversations into scope debates instead of outcome discussions.

Precise inputs and outcomes create a clean contract between parties.

Manage risk with the delegatee, not for them

As risks emerge, resist jumping to intervention — it's costly in multiple ways.

A common failure mode is offering unsolicited advice. However well-intentioned, it erodes autonomy and accountability, especially under pressure. The delegatee will weigh the delegator's input too heavily.

Instead, manage risk with them. If you've delegated an appropriate challenge given their task-relevant maturity, and you've delegated the whole problem rather than a black-box piece of it, they can make good decisions. Be curious. Ask questions. Help them reach their own conclusions.

These principles are biased towards successful scenarios. Things won't always go as planned. When they don't, good leaders provide a safety net and may intervene if needed — but most importantly, they give people the right mix of learning and support to succeed next time.