How to delegate

Don't expect people to understand

The greatest mistake you can make as someone who delegates work is to expect somebody to understand something you didn't explain. You have to put yourself in the mind of someone learning to start. When you're familiar with something, it's very easy to misunderstand how hard it is for people new to that subject to understand what you understand. Therefore, great delegation begins not with assuming people understand something, but specifically instructing them on how to execute on it.

Be specific

Most people need very specific and explicit instructions as to their domain of action and exactly what they should and shouldn't be doing. Don't generalize, but tell them exactly what they're in charge of.

Think SMART

Specific, Measurable, Achievable, Relevant, and Time-bound. 

Ensure the tasks given have a deadline, check-in time and monitor progress. 

Cede control

As they earn your trust, give them the autonomy to decide how to achieve the results, focusing on the outcome rather than the method.

Follow up & replace 

Continue to follow up and provide feedback. And if they're not delivering, replace them. But if they are, continue to cede autonomy to them.

Keep it simple

Start by delegating very simple, straightforward tasks and creating structures of delegation that are as simple as possible. And only grow those structures if absolutely necessary and if the earlier version of the structure is performing according to expectations.

Large and complex systems require tremendous upkeep. By keeping systems incredibly intuitive and simple from the get-go, you will minimize the overhead and follow-up necessary.