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Claire,

I'm willing to delegate big stuff. There are two mistakes that I make if I am not careful.

One, if I don't provide - and my person understand - the "successful" outcome of what is delegated, it will fail.

Second, if I don't get one task back quickly (virtually all of my delegations take more than one task) to see if the person is on track, a lot of time could be wasted because what I thought I was getting isn't what I got.

Leadership is required of the individual taking the delegation - knowing the business, working without supervision, and working through issues are all important skills of individuals as well.

My two cents!

Scot

Scot,
Yes, this whole thing is a delicate balance. You want to support your delegate, yet not micromanage. You want to communicate but not dictate. You want to empower, but not set adrift. Good points. Thanks!