Delegation Framework

DELEGATION PHILOSOPHY

Delegation Fundamentals

DELEGATION PHILOSOPHY

WHY DELEGATION MATTERS:
☐ Scales your impact beyond yourself
☐ Develops your team's capabilities
☐ Frees CEO for highest-leverage work
☐ Builds organizational capacity
☐ Prevents single points of failure
☐ Tests and develops future leaders

DELEGATION PRINCIPLES:

1. DELEGATE OUTCOMES, NOT TASKS
   ☐ Define what success looks like
   ☐ Let them figure out how
   ☐ Support without micromanaging
   ☐ Focus on results

2. MATCH TASK TO DEVELOPMENT
   ☐ Stretch, but don't break
   ☐ Use delegation for growth
   ☐ Build capability over time
   ☐ Consider readiness

3. CLARITY IS KINDNESS
   ☐ Crystal clear expectations
   ☐ Explicit decision rights
   ☐ Known escalation triggers
   ☐ No ambiguity

4. TRUST BUT VERIFY
   ☐ Give space to work
   ☐ Check in appropriately
   ☐ Course correct early
   ☐ Celebrate wins

DELEGATION BLOCKERS:
☐ "I can do it faster myself"
☐ "No one else can do it as well"
☐ "I don't trust them"
☐ "I need to be involved"
☐ "It's easier to do it myself"
☐ Fear of losing control

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DELEGATION SYSTEM

Comprehensive Delegation Assessment

DELEGATION FRAMEWORK

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DELEGATION DECISION TREE
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STEP 1: SHOULD THIS BE DELEGATED?

Task: _______________

Ask:
☐ Is this CEO-unique?
   If yes → Don't delegate
   If no → Continue

☐ Can someone else do this adequately?
   If no → Build capability or do it
   If yes → Continue

☐ Is there time to delegate?
   If no → Do it, note for future
   If yes → Continue

☐ What's the risk if done imperfectly?
   If catastrophic → Consider carefully
   If manageable → Delegate

STEP 2: WHO SHOULD DO THIS?

Consider:
☐ Who has capacity?
☐ Who has relevant skills?
☐ For whom is this developmental?
☐ Who has the context?
☐ Who is positioned to succeed?

Best candidate: _______________
Why: _______________

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WHAT TO DELEGATE
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ALWAYS DELEGATE:
☐ Operational decisions within clear parameters
☐ Information gathering and analysis
☐ Implementation details
☐ Recurring tasks with established process
☐ Attendance at non-critical meetings
☐ Team management (to your leaders)
☐ Project coordination
☐ Vendor management
☐ Internal communications (most)

SELECTIVELY DELEGATE:
☐ Customer relationships (with introduction)
☐ Investor relationships (updates, not relationships)
☐ Hiring decisions (except key roles)
☐ Budget decisions (within guardrails)
☐ External speaking (sometimes)
☐ Strategic projects (with oversight)

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WHAT NOT TO DELEGATE
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CEO-UNIQUE RESPONSIBILITIES:
☐ Vision and long-term strategy
☐ Culture definition and modeling
☐ Final decisions on key hires (exec, critical)
☐ Executive performance/exits
☐ Board relationship and management
☐ Key investor relationships
☐ Crisis leadership
☐ Major strategic decisions
☐ Company values and principles
☐ External representation (key moments)

DELEGATION RED FLAGS:
☐ "I'm delegating because I don't want to do it"
☐ Delegating without clarity
☐ Delegating and disappearing
☐ Delegating accountability (can't be done)

Delegation Levels

DELEGATION LEVELS FRAMEWORK

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THE FOUR LEVELS
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LEVEL 1: RESEARCH & RECOMMEND
"Look into X and bring me your recommendation"

What it means:
☐ They gather information
☐ They analyze options
☐ They recommend a path
☐ You make the decision

When to use:
☐ New or learning the area
☐ High stakes decision
☐ Building their capability
☐ Need your judgment

Check-in: Before any action

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LEVEL 2: RECOMMEND & WAIT
"Decide what you think we should do, but check with me before acting"

What it means:
☐ They do full analysis
☐ They make a decision
☐ They wait for your approval
☐ You confirm or adjust

When to use:
☐ Building confidence
☐ Medium-stakes decisions
☐ You want oversight
☐ Teaching opportunity

Check-in: Before executing

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LEVEL 3: ACT & INFORM
"Make the decision and let me know what you decided"

What it means:
☐ They have full authority
☐ They make and execute decision
☐ They inform you after
☐ You can course correct if needed

When to use:
☐ Trusted and capable
☐ Clear boundaries set
☐ Lower stakes
☐ Time-sensitive

Check-in: After the fact

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LEVEL 4: FULL OWNERSHIP
"You own this completely, update me periodically"

What it means:
☐ Full responsibility and authority
☐ They report on results, not decisions
☐ You trust their judgment
☐ You're available if needed

When to use:
☐ Proven track record
☐ Clear outcome goals
☐ Their domain of expertise
☐ Building autonomy

Check-in: Periodic/as needed

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LEVEL BY EXECUTIVE
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| Executive | Area | Current Level | Target Level |
|-----------|------|---------------|--------------|
| CFO | Finance | | 4 |
| CFO | Strategy | | 3 |
| CTO | Tech decisions | | 4 |
| CTO | Business strategy | | 3 |
| CRO | Sales | | 4 |
| CRO | Pricing | | 2 |
| VP People | HR ops | | 4 |
| VP People | Exec hiring | | 2 |

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PROGRESSION PATH
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Moving someone from Level 1 → Level 4:

1 → 2: After several successful recommendations
2 → 3: After consistent good decisions
3 → 4: After proven track record

Signs they're ready to move up:
☐ Consistently good judgment
☐ Proactive communication
☐ Handling edge cases well
☐ Asking for less input
☐ Results speak for themselves

Delegation Handoff

DELEGATION HANDOFF PROCESS

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HANDOFF PREPARATION
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TASK/RESPONSIBILITY: _______________
DELEGATED TO: _______________
DATE: _______________
DELEGATION LEVEL: 1 / 2 / 3 / 4

PRE-HANDOFF CHECKLIST:
☐ Is this the right person?
☐ Do they have capacity?
☐ Is the timing right?
☐ Am I clear on expectations?
☐ Have I thought through support needs?

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THE HANDOFF CONVERSATION
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1. CONTEXT (Why this matters)
"I'm asking you to take on [X] because..."
Why this is important: _______________
Why you: _______________
What success means for us: _______________

2. OUTCOME (What success looks like)
"Success looks like..."
Specific deliverable: _______________
Quality standard: _______________
Timeline: _______________
Measurable outcome: _______________

3. BOUNDARIES (Where you can operate)
"You have authority to..."
Decision rights: _______________
Budget authority: _______________
Who you can commit: _______________

"Don't do X without checking..."
Escalation triggers: _______________
Must-consult decisions: _______________
Non-negotiables: _______________

4. RESOURCES (What support you have)
"You'll have access to..."
People who can help: _______________
Information/systems: _______________
Budget: _______________
My support: _______________

5. CHECK-INS (How we'll stay connected)
"Let's stay connected by..."
Update frequency: _______________
Update format: _______________
Escalation process: _______________
My availability: _______________

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HANDOFF DOCUMENTATION
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DELEGATION RECORD:

What was delegated:
_________________________________________

Expected outcome:
_________________________________________

Timeline:
_________________________________________

Decision authority:
☐ Level 1: Research & recommend
☐ Level 2: Recommend & wait
☐ Level 3: Act & inform
☐ Level 4: Full ownership

Boundaries:
Can do: _______________
Cannot do: _______________

Resources:
☐ Budget: $___
☐ Team support: _______________
☐ Other: _______________

Check-in schedule:
☐ Daily / Weekly / Bi-weekly / Monthly

Escalation triggers:
☐ _______________
☐ _______________

Success measures:
☐ _______________
☐ _______________

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POST-HANDOFF
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FIRST CHECK-IN (within first week):
☐ How's it going?
☐ Any early surprises?
☐ Do you have what you need?
☐ Questions?

ONGOING CHECK-INS:
☐ Progress update
☐ Blockers/challenges
☐ Support needed
☐ Feedback (both ways)

COURSE CORRECTION:
If things aren't working:
☐ Adjust support
☐ Clarify expectations
☐ Provide coaching
☐ Consider reassignment (last resort)

Delegation Tracking

Task	Delegated To	Level	Status	Next Check-in
		1/2/3/4	☐ On track
		1/2/3/4	☐ On track
		1/2/3/4	☐ On track
		1/2/3/4	☐ On track

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