Start with the outcome
“Put together an update for Friday” leaves several questions open. Who will use it? What decision will it support? How much detail is useful? Someone can complete exactly the task you described and still miss the result you had in mind.
Make the outcome visible. For example: “For Friday’s meeting, we need a one-page comparison of the two options, including costs, risks, and your recommendation.” Then ask, “How would you approach that?” Listen for shared understanding and invite the person to shape the work.
Name the room to decide
Responsibility is difficult to own when the boundaries keep moving. Explain which decisions belong to the other person, which require a conversation, and what cannot change. Be clear about timing, budget, and any commitments already made.
You might say: “Choose the format and gather the information you need. Check with me before committing additional spending or changing the deadline.” Then ask what else they need to know. Clear boundaries give you both a way to recognize when support is needed.
Agree on a useful check-in
Choose a check-in that helps the work move forward. “Let’s look at your recommendation on Wednesday so we can address any gaps before Friday” gives the meeting a purpose. Agree on how to raise a concern sooner if something changes.
If the person brings you a problem, pause before supplying the answer. Ask, “What have you considered?” and “What would you recommend?” Offer information or direction where needed, while leaving room for them to think and decide within the agreed boundaries.
Reflect on your part
When the work is complete, discuss what helped and what made it harder. Did the outcome stay clear? Were decisions made at the right level? Did your check-ins provide support, or did you gradually take the work back?
Choose one adjustment for the next assignment. Delegation can become a recurring opportunity to develop judgment, confidence, and ownership through the way you work together.
