In the first blog of this series, I shared that delegation isn’t about saving time – it’s about scaling your leadership. It’s not a simple handoff; it’s a mindset shift.
But here’s the hard truth: most leaders think they’re delegating… when they’re actually just dumping or dictating.
So, in Part 2, let’s pull back the curtain on the three most common “delegation” styles – and why only one actually works.
We’ll also walk through a tool I teach my executive clients all the time: the 5 Steps of Empowerment. If you’ve ever felt like, “I tried to delegate, but it blew up,” this one’s for you.
First – Why Even Bother Delegating?
I know, I know. Sometimes it feels like it’s just easier to do it yourself. I hear this all the time from leaders:
- “No one else can do it quite like I can.”
- “By the time I explain it, I could have just finished it.”
- “It’s not worth the back-and-forth if they get it wrong.”
But here’s the reality: You’re not supposed to do it all. And every time you do, you rob your team of the opportunity to grow.
Delegation, done right, builds:
- Growth in your team
- Confidence in your leadership
- A culture of collaboration – not control
If you’re the only one who can move the needle, you’ve become the bottleneck. Delegation is how you fix that.
Now for the Reality Check: What Are You Really Doing?
There are three main ways leaders try to offload work – only one of them is healthy. Let’s unpack each one:
Dumping: “Here – Take This”
This is the classic “drive-by assignment.” No clarity, no context, no support. You’re busy, so you toss a project someone’s way and hope for the best.
Here’s what that sounds like:
“Can you just take care of this report real quick?”
“They need slides for the meeting – can you throw something together?”
And then later…
You’re frustrated it didn’t meet expectations. But let’s be honest – did they even know what those expectations were?
When you dump, your team is left guessing- and guessing is waste. You’re annoyed. They’re confused. No one wins.
Dictating: “Let Me Just Show You How I Want It Done”
Ah yes, the micromanagement masquerade. You’re technically handing it off – but you’re in every meeting, editing every word, replying to every email, and basically shadow-managing the whole thing.
You think you’re being helpful. Supportive, even.
But what your team hears is:
“I don’t trust you to do this without me.”
Dictating doesn’t grow leaders. It grows dependence. And that’s not sustainable for them – or you.
Delegating: “Here’s What Success Looks Like – And I Trust You to Get Us There”
Now we’re talking. When you truly delegate, you give your team the tools and trust to own the outcome – not just the task.
You’re clear, not controlling.
You stay connected, not buried in the weeds.
You lead through alignment, not approval.
This is where empowerment lives.
It’s how your team learns, grows, and eventually handles things without you in the room – and that’s the goal.
How to Actually Empower Someone (Without Babysitting or Bailing)
Here’s the tool: The 5 Steps of Empowerment (add 5 step graphic to blog?)
This is your delegation cheat sheet. I teach this to executives, directors, team leads – you name it.
1. Describe the Task Clearly
Not “Can you handle this?”
Try: “I need you pull together a 3-slide summary of our customer feedback insights from Q2?”
2. Align on Timeline
Don’t just say “ASAP, ” or, “When you get a moment.”
Say: “I’ll need this by Friday at 5 ET so we can prep for Wednesday’s executive meeting.”
3. Give the Why with the Right Context and Details
Help them connect the dots. Sometimes we fall into the trap that they why is “obvious.” I often hear, “they should know that already, Reagan.” I let them get that out of their system and then remind them they sit in different meetings, have different context, and different experiences then anyone else on the team. So, share the why and do it often.
“This is our SVP’s first impression of our team’s progress – it’s a chance to show momentum. They are deciding next year’s budget next month, and we want our insights summary to guide their decision making.”
4. Provide the Tools or Access
Give them what they need: templates, data, previous versions, Slack channels, Google Docs – anything that sets them up for success.
“Here is what we presented last year, and it was very well received,” or, “Dave has done these summaries before and can be a resource for you.”
5. Define What Great Looks Like
Be specific about what you are picturing.
“I’d love a visual summary with bullet points for trends – not just a data dump. Think executive-ready, not rough draft.”
Real Life: One Ask, Three Ways
Let’s say you need help prepping for a sales update. Here’s how each style plays out:
Dumping:
“You guys pull something together for sales?”
[No one knows what “something” means. Chaos ensues.]
Dictating:
“Here’s what I want in the deck. Use this exact format. Copy me on everything. I’ll finish it up.”
[You’re doing most of the work anyway.]
Delegating:
“We’ve been asked for a sales update. I’d like your help building it. Let’s align on what to show, why it matters, and who owns each piece. I trust you to run with it, and I’ll be here if you get stuck.”
[Clarity. Ownership. Support.]
Leadership That Scales Starts Here
Let’s be real – delegating well takes more effort on the front end. But it pays off in multiplied leadership, stronger teams, and the capacity to focus on what only you can do.
Stop doing it all.
Stop hovering over everything.
Start delegating with clarity, confidence, and empowerment.
Reagan’s Rule: If you’re frustrated with how they delivered it, ask yourself – did I equip them to deliver it well?
Next up in the series:
360° Delegation – how to delegate across all directions: upward, downward, and sideways.
But for now? Pick one thing you’re still clinging to – and delegate it. The right way.
