The Tribune

Every leader eventually hits the same wall. Too much work, too little time. The best ones do not push through it alone; they delegate. But handing off tasks well is a skill in itself, and experts say it comes down to seven habits.

Choose the right task: Not everything belongs on someone else's plate. Leaders are advised to hand-off assignments that help team members grow, while holding on to the core responsibilities that only they can carry. Delegation, done right, is not about offloading busy work - it is about freeing up time while building capability across the team.

Pick the right person: A task is only as good as the hands it lands in. Effective leaders match assignments to a worker's existing skills, but they also weigh current workloads before adding more, and keep an eye out for tasks that stretch someone into new territory.

Explain the goal: Ambiguity kills momentum. Before work begins, leaders should spell out exactly what success looks like, explain why the task matters in the bigger picture, and agree together on a firm deadline.

Provide the right tools: Nobody succeeds without the proper set-up. That means sharing the information and access needed to do the job, offering a clear budget or set of guidelines, and pointing employees towards colleagues who can help along the way.

Set clear check-ins: Oversight matters, but too much of it backfires. Short, scheduled progress updates work better than constant hovering. Leaders should make room for early questions, while resisting the urge to micromanage every daily move.

Let go of control: This may be the hardest step. Once a task is handed off, the method belongs to the team member, not the leader. That means trusting them to see it through and resisting the instinct to intervene at every small turn.

Give honest feedback: The final step closes the loop. Leaders should recognise good work and real effort, address anything that missed the mark, and reflect on what could be done differently next time - turning each delegated task into a lesson for the next one.

Taken together, these seven steps form more than a checklist — they are a philosophy. Delegation is not about doing less; it is about multiplying impact by developing the people around you. Leaders who master it do not just get more done. They build stronger, more capable teams in the process.

• NB: Ian R Ferguson is a talent management and organisational development consultant, having completed graduate studies with regional and international universities. He has served organisations, both locally and globally, providing relevant solutions to their business growth and development issues. He may be contacted at tcconsultants@coralwave.com.