Not sure whether to hand a task off? Answer eleven quick questions to get a clear delegate-or-keep recommendation, then turn it into a handoff brief your teammate can act on.
| Task | Verdict | Delegate to | Due |
|---|
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A structured check counters the instinct that it is faster to just do it.
Hard stops flag confidential and core leadership work you should keep.
A brief with outcome, authority and check-ins prevents back-and-forth.
Questions that favour delegation, such as whether someone else can do it 80% as well or whether it recurs, add points. Questions that argue for keeping it, like needing your unique authority or carrying a high cost of error, subtract points. Unsure answers count half. Confidential work and core leadership responsibilities act as hard stops: you can delegate preparation, but not the decision.
Delegation is not all or nothing. The five authority levels let you hand off a task while keeping the amount of control that suits the person's experience and the stakes involved, then increase it as trust grows.
Score 7 or more: hand it off with a clear outcome.
Score 3 to 6.5: lower authority level, more check-ins.
Below 3, or a hard stop: keep or delegate only parts.
If someone else can do a task at least 80% as well as you, it is usually worth delegating. The time you free up is worth more than the last 20% of polish.
Confidential people matters, core vision and strategy, key hiring decisions and crisis communication usually stay with the leader.
They range from doing exactly as instructed, through researching and recommending, to deciding and acting with full ownership.
More often for new people, unfamiliar work or high stakes; less often as the person proves they can own it.
Yes. Saved tasks are kept in this browser only and never uploaded.
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