High achievement is almost synonymous with leadership, especially in a business setting. Most often, the folks promoted to leadership positions are those who can go the extra mile—those who can take stress and workload off the plates of others.
This ability to be ultra-productive is key to becoming a leader, but like Marshall Goldsmith’s book suggests, “What Got You Here Won’t Get You There.” This means the skills of a high achiever may get you to leadership positions, but they’re not necessarily the same skills that will help you thrive as a leader.
In fact, one of the most important skills for leaders is the ability to delegate—almost the exact opposite of what helps most people get leadership opportunities.
Isn’t that interesting? Your whole career before leadership, you’re rewarded for the work you put out, but once you become a leader, you’re rewarded for getting the best work out of others.
So, delegation is not just a nice thing to have, but a vital skill every leader must master. When done effectively, it results in higher-quality work, more empowered team members, and better organizational outcomes.
Today, I’ll help you delegate in a way that fosters better results and less stress. I’ll cover why delegation matters, the key elements of the Communication and Collaboration Process (C&C), the importance of intention, common pitfalls, and how to ensure accountability.
Why Delegate?
Delegation allows leadership teams to focus on high-priority tasks while developing the strengths of team members. It builds trust, strengthens communication, and supports the growth of both individuals and the organization.
Effective delegation provides clarity. When team members understand what is expected of them and why it matters, they’re more likely to succeed. Delegation also supports collaboration and innovation by drawing on the perspectives and talents of the team.
Delegation is essential for scaling impact. No team can do it all. By letting go of the “how” and focusing on the “what” and “why,” team members are empowered to take initiative and find better solutions.
Communication and Collaboration Process
To delegate successfully, a structured process helps. That’s where the Communication and Collaboration (C&C) Process comes in. This process ensures tasks are assigned with clarity, expectations are aligned, and everyone involved knows their role.
The C&C Process centers on five essential questions:
- What is the task?
- Why does it matter?
- Who owns it?
- Who needs to be involved?
- How will we know it’s been successfully completed?
Whether the process is formal or informal, these questions should guide every delegation conversation. For large-scale projects or cross-departmental collaboration, the process might involve a living document. For simpler tasks, a clear conversation will often suffice—as long as these five points are addressed.
Clear Intentions and Tailoring the Process
Not every task requires the full C&C process. A helpful guideline is to consider the scope of the project. If a task impacts multiple departments, requires budget beyond what’s typical, or shifts organizational priorities, then the C&C process should be used formally.
Importantly, the intention behind the process must be clear. Delegation should never feel like a control mechanism or busywork. It’s not about micromanaging. Rather, it’s a tool to increase clarity, communication, and collaboration.
Team members should feel comfortable asking questions and sharing their perspectives. As a leader, I know I don’t always have the full picture—especially as organizations grow. Delegation should always be a two-way conversation.
Common Challenges in Delegation
Many leadership teams struggle with delegation—not because they lack tools, but because they assume others can read their minds. A task might be handed off without explaining why it matters, or without getting buy-in. These gaps lead to frustration and missed expectations.
Another common mistake is ignoring the workload or perspective of the person being assigned the task. When delegation happens in a vacuum, it disrespects the commitments and expertise of the team. And it assumes leadership knows best how to execute—when in fact, the team often has better insights.
To avoid these pitfalls, the delegation conversation must be rooted in mutual respect. It’s a space to align on expectations, understand competing priorities, and clarify authority.
Accountability and Ownership
One of the most critical elements of delegation is defining ownership. Who owns the task? This person might not do all the work, but they are responsible for the outcome.
Ownership also includes authority. If the task owner can’t make necessary decisions, they either need to be empowered or someone else should take ownership. I always consider whether the task logically fits within someone’s existing responsibilities. Especially in smaller or growing organizations, roles can overlap—so it’s important to discuss where the task fits best.
Once ownership is clear, the role of leadership becomes one of consultant—not controller. Provide the “what” and the “why,” and let the team determine the “how.” This empowers team members and fosters autonomy.
Of course, there are times when compliance or safety regulations dictate certain aspects of the “how.” These should be addressed. But in most cases, it’s better to step back and trust the team’s judgment.
Conclusion
Delegation is a leadership superpower—but only when done with intention, clarity, and collaboration. By following the C&C Process, staying rooted in purpose, and assigning clear ownership, teams can achieve better results with less friction.
Are you looking to improve your confidence to lead? Learn how to be a confident and courageous leader by booking a discovery call with Dr. Melissa Smith.