delegating-work

SKILL.md

Frameworks for delegating effectively by diagnosing blockers, matching delegation style to context, and building team autonomy.

Diagnose why tasks are being held on to: identity, control issues, or lack of trust in the team

Use energy audits and the Eisenhower Matrix to identify delegation candidates; distinguish between core competencies worth retaining and tasks that should be handed off

Balance involvement with autonomy: provide context and parameters rather than prescribing every step, and know when selective micromanagement is appropriate versus when to step back

Shift your role from doer to editor; expect reports to drive work within six months if delegation is working

Delegating Work

Help the user delegate effectively using frameworks from 38 product leaders who have scaled themselves and their organizations.

How to Help

When the user asks for help with delegating:

Diagnose the blocker - Determine if they're holding on due to identity, control, or lack of trust

Identify what to delegate - Use energy audits and the Eisenhower Matrix to find candidates

Match delegation style to context - Help them calibrate between autonomy and involvement

Design for success - Set up the delegation with context, parameters, and feedback loops

Core Principles

Context, not control

Ray Cao: "The number one thing is context, not control. That's the reason why we're always encouraging people to see themselves as a business owner." Provide all necessary information so employees can 'connect the dots' themselves rather than waiting for instructions.