Upon completion of this course, participants will be able to:

• Define the strategic purpose of delegation beyond workload distribution.
• Identify tasks that are appropriate for delegation based on staff capabilities.
• Apply the "Levels of Delegation" framework to assign appropriate authority.
• Communicate clear expectations, scope, and desired outcomes for delegated tasks.
• Develop a follow-up and monitoring system that avoids micromanagement.
• Use delegation as a deliberate tool for employee development and skill-building.
• Address and overcome common barriers and psychological resistance to delegating.
• Provide constructive, empowering feedback on the successful completion of tasks.

• New and mid-level managers transitioning from individual contributor roles.
• Supervisors overwhelmed with operational tasks.
• Team leaders seeking to develop their direct reports.
• Project managers assigning tasks to cross-functional teams.
• Anyone struggling with micromanagement tendencies.

• Role-playing a strategic delegation conversation using the Levels of Delegation.
• Case study analysis of poor vs. effective delegation outcomes.
• Group discussion on common managerial barriers to delegation.
• Individual audit of current tasks to identify delegation opportunities.
• Practice recognizing and deflecting "reverse delegation."
• Developing a delegation action plan for an upcoming project.

Unit 1: The Strategic Value of Delegation

• Why Delegation is a Leadership Imperative
  • Defining delegation and distinguishing it from task assignment.
  • The positive impact of delegation on the manager, employee, and organization.
  • Identifying the types of tasks that should *never* be delegated.
  • Assessing personal time allocation: what occupies the manager's time?
  • The link between effective delegation and strategic focus.

Unit 2: The Delegation Process: Selection and Assessment

• Choosing the Right Task and the Right Person
  • Analyzing team members' current skills, capacity, and developmental goals.
  • Matching the task complexity to the employee's readiness level.
  • Defining the five "Levels of Delegation" (e.g., Inform, Recommend, Act).
  • The importance of delegating the objective, not just the steps.
  • Identifying potential risks associated with the delegated task.

Unit 3: Communicating and Contracting for Success

• Setting Clear Expectations and Authority
  • Structuring the delegation conversation: scope, constraints, and resources.
  • Explicitly defining the level of authority the employee has (e.g., budget, sign-off).
  • Establishing clear, measurable success criteria and deadlines.
  • Confirming understanding and addressing initial questions and concerns.
  • Documenting the delegation agreement and key check-in points.

Unit 4: Monitoring and Support Without Micromanaging

• Effective Follow-Up and Coaching
  • Developing a regular check-in schedule tailored to the employee and task.
  • Techniques for intervening when a task is off track (the coaching moment).
  • Recognizing the signs of "reverse delegation" and how to stop it.
  • Providing feedback during the process: focusing on effort and learning.
  • Handling setbacks and allowing for productive failure.

Unit 5: Overcoming Barriers and Building Competence

• Mastering the Delegation Mindset
  • Addressing the manager's psychological barriers (e.g., "I can do it faster").
  • Strategies for developing team competence to increase future delegation capacity.
  • Using delegation as a powerful tool for succession planning.
  • The final step: recognition and celebrating successful task completion.
  • Creating a personal delegation action plan for the next 90 days.