The Delegation Contract

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If you missed Part 1, go back and check it out. It outlines the differences between delegating for efficiency vs. development. Hopefully, you’re thinking about how to strategically delegate purely for the sake of developing your team. After all, it’s risky for the organization to promote you if there’s nobody who can step into your current role!

When delegating for development, I encourage managers to use a seven-part framework that helps ensure understanding and growth. Step 3 relies on another great tool—the Decision Rights Ladder—which is detailed below as well.

The Delegation Contract

Think of it as the scripting for an email that you’d write (or conversation you’d have) explaining the assignment.

1. What’s the desired outcome? What “done” looks like.

2. What’s the context? This is a quick reminder of why this work needs to get done—by you or them.

3. What level of decision rights do they have? Choose one from the ladder (below).

4. What are the constraints? This could include budget, brand guidelines, stakeholders that must participate, non-negotiables, and more.