THE SHORT ANSWER
Choose work based on outcome, complexity, risk and development value; match it to a person's capability and capacity; then specify context, constraints, authority, resources, check-ins and accountability. Delegation is not dumping an unclear task or retaining every decision.
Decide what can move and what must stay
| Factor | Question |
|---|---|
| Outcome | Can success be described clearly? |
| Capability | What can the person do now, and what support is needed? |
| Authority | Which decisions and resources must move with the work? |
| Risk | Which action needs review or escalation? |
| Development | Will this stretch build relevant capability? |
| Capacity | What existing work must change? |
Delegate a work package, not a vague request
Adjust autonomy without hiding decision rights
- Research and recommend
- Decide with approval
- Decide and report
- Execute within defined boundaries
- Own the outcome and improve the system
These are situational levels, not a ranking of the person. Safety, law, budget and organizational commitments may require retained approval.
Check the handoff
- Can the person state the outcome and constraints?
- Do they have the authority and information required?
- Is the check-in proportionate to risk?
- What should they do when conditions change?
- Which responsibility remains yours as manager?
Map complex handoffs with the existing workflow mapping guide.
Evidence & context: OECD
Sources & further reading
- Leadership and management: Workforce Insights from Central Governments
OECD. A 2025 cross-government workforce analysis linking team outcomes with capable line management, clarity, communication, recognition and supported autonomy. Its survey context is central government and does not establish one universal private-sector leadership formula.
- Better Use of Skills in the Workplace
OECD and ILO. A policy report synthesizing evidence on work organization, employee autonomy, participation, mentoring and skill use. Associations and multi-practice findings do not prove that one isolated management practice causes the same result everywhere.
Examples and exercises are illustrative unless attributed to a source. No independent expert review is claimed.
A correction, a counterexample or an experience worth sharing?
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