One of the best ways to say no without saying “no”

is to say “yes” and let someone else do it.

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This week, we’re diving deep

on one of my favorite

6D strategies:

Do

Delete

Defer

DELEGATE

Downgrade

Design

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This is not the kind of delegation

where you half-heartedly hand something off

and then hover like a nervous parent on the first day of school.

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It’s the kind that

buys back your time,

builds others’ capability

and increases your impact.

Let's start with some real talk... why does delegation feel so hard?

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If you’ve ever thought…

• “It’s faster if I just do it.”
• “No one else is going to do it as well as I will”
• “Explaining it is going to take longer than doing it.”

…you’re not alone.

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For many high-performers,

resistance to delegation

is rooted in identity.

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You’ve equated your value with your output for so long

that the idea of letting go feels like losing

part of what makes you… YOU.

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You’re the go to.

You’re the one who GSDs.

You’re the one who handles it all.

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But here’s the truth:

you’re value is not in your output,

it’s in your impact & your presence.

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You’ve got to stop all that doing

so you can do a lot more

problem-solving

connecting

creating

ideating

being.

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And there's no time like the present.

Start with a Delegation Audit

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Before you delegate,

you need clarity on what

can and should be handed off.

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Run your current to-do list through these filters:

✅ Does this task follow a repeatable process or require minimal customization?

✅ Is someone else capable of doing this as well as — or better — than I can?

✅ Would delegating this task allow me to focus on higher-impact work?

✅ Could this task provide a growth opportunity for someone else?

✅ Is this something I’m doing out of habit or guilt—not necessity?

✅ Would I feel relieved if this was off my plate?

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If you’re nodding “yes” to any of the above, bingo:

you’ve identified a prime candidate for delegation.

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And remember, delegation isn’t limited to work.

Run the same audit on the tasks that

eat up your evenings & weekends.

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If something is draining your energy and doesn’t require you to do it, it’s fair game.

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So now you’ve identified what can be delegated…

let’s talk about what to avoid and what to focus on when delegating

so the responsibility you’ve handed off doesn’t land right back on your plate.

5 Common Delegation Pitfalls (and How to Avoid Them)

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Even with the best intentions, delegation can backfire if you’re not careful.

Here are some of the most common traps high-performers fall into:

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🚫 Delegating the Task, Not the Outcome

You tell someone what to do, but not why it matters

so they don’t take full ownership of the outcome.

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🚫 Choosing the Available Person Instead of the Right One

You assign based on who has bandwidth instead of who has the right skillset.

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🚫 Withholding Information or Tools

You hand off a task but forget to share key context, templates or reference points

or you set them up in order to “test” their ability to figure it out own their own.

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🚫 Micromanaging the Process

You check in too often, tweak unnecessarily or

take back control the second

something isn’t done

your way.

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🚫 Failing to Follow Up or Give Feedback

You “post and ghost”,

leaving the person on their own

to bridge from guidance to execution.

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Been there, done that and ended up

with the task right back on your plate?

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You’re not alone.

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But if you’re ready to delegate without the blowback, here’s how to do it right:

The 4T Delegation Method

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1. TASK — Set Clear Expectations & Standards

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What to do:

Define the task with crystal clarity:

scope, standards and success criteria.

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The person you’re delegating to needs to know what is expected of them.

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Why it works:

Ambiguity kills performance.

Stealth expectations kill relationships.

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People do their best work

when they know what’s expected,

what great looks like & how success will be measured.

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How to do it:

• Be specific. Break big requests into smaller deliverables.
• Define success. Explain what good and great look like, not just what needs doing.
• Set timelines. Outline due dates and any key milestones.

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Example:

“I need a 10-slide deck summarizing our Q2 performance.

Key metrics should be captured with visuals that

comp to last year’s performance & forecast.

I’d like to see a draft by EOD Thursday.”

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2. TRUST — Delegate to Strengths

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What to do:

Assign the task based on

fit, not just availability,

competency, not convenience.

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Then, state the “what” but release the “how”.

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This is key.

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They know WHAT they’re doing (see T1: Task),

now let them figure out HOW to get it done (T2: Trust).

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Why it works:

When you match the responsibility to the person’s strengths,

you can feel comfortable empowering their autonomy.

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Micromanagement slows things down,

damages trust, keeps your attention tied up

and signals you don’t believe in their capabilities.

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So you need to delegate to someone you won’t feel the need to closely monitor.

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How to do it:

• Match skill to task. Don’t just choose whoever’s free—choose who’s best equipped.
• Set boundaries. Define when they should decide on their own and when they should escalate.
• Empower decision-making. Let them own their approach.

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Example:

"My brain is too fried for meal planning.

Since you actually enjoy cooking,

can you take the lead on dinners

and groceries for next week?"

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3. TRAIN — Set Them Up for Success

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What to do:

Make sure the person you delegate to

has what they need to succeed:

tools,

structure,

guidance,

examples &

early feedback.

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Why it works:

People rarely fail because they’re incapable,

they fail because they’re not equipped.

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Training minimizes the chance of

rework or disappointment and

increases future independence.

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Which means when you set them up to succeed

you’re setting yourself up to succeed too.

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How to do it:

• Share resources. Provide templates, SOPs, examples, a checklist... any tools you wish you could have.
• Encourage ownership. Let them know they have your confidence.
• Create checkpoints. Schedule early alignment check-ins.
• Taper your involvement. Step back progressively as their confidence builds.

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Example:

"Here’s our go-to proposal template and a winning deck from last quarter.

Look these over and let’s have a 15-minute chat tomorrow before you dive in."

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4. TRANSFER — Fully Let Go

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What to do:

Let them own the outcome.

They need to know that they are fully accountable for the results.

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Don’t hover, re-do, reclaim or tweak.

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Why it works:

Delegation only works if you actually let go.

Hovering undermines confidence

and adds unnecessary stress.

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True transfer builds long-term trust and frees up your mental load.

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How to do it:

• Focus on the ‘what,’ not the ‘how.’ (It's worth repeating.) Give them the space to figure out the process.
• Acknowledge success. Reinforce trust by celebrating incremental wins.
• Avoid rework. Don’t jump in unless the outcome is truly off.

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Example:

"You crushed it with the trip planning.

You thought through all the logistics AND planned some really fun outings.

I loved not having to touch it! Let’s keep this on your list."

Pro Tips

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✅ Delegate across domains.

Use the 4Ts method at work and at home.

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Delegating in all your domains will generate

additional bandwidth that you can apply

wherever YOU see fit.

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✅ Use delegation as short-term boost support.

Even temporary delegation buys back breathing room.

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Delegating during crunch times alleviates stress & excess

without committing you to a long-term arrangement.

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✅ Leverage AI.

AI can handle repetitive, administrative or research-heavy tasks,

allowing you to focus on high-value work...

and it can do a lot more than that!

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Use AI to draft emails, summarize meetings, automate scheduling or analyze data.

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This alone can free up a ton of cognitive load.

Your Turn: Build Your Delegation Wishlist

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If delegation feels like a stretch, try this:

write down everything you’re currently responsible for, big and small.

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Then go back and star the ones that:

• Could be done faster or more efficiently by someone (or something) else
• Would be a growth opportunity for somebody else
• Are draining more energy than they’re worth
• Don’t require your unique expertise
• Would feel like a relief to release

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This is your Delegation Wishlist.

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Not everything on the list has to go today,

but now you’ve got a roadmap.

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And here’s the thing:

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Even with a clear list,

letting go isn’t always easy...

especially if you’ve spent years

being the reliable one, the capable one,

the one who somehow keeps it all spinning.

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Delegation isn’t just a time management move, it’s an identity shift.

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So if this feels uncomfortable, that’s not a red flag.

It’s a signal you’re stepping into

a different kind of

leadership.

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Growth and discomfort go hand in hand.

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So start with one task,

run it through the 4Ts method and

see what opens up when you stop holding it all alone.

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And together, we grow... one delegated task at a time.

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xx, Nicole

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If you’re feeling fired up to delegate more but still unsure where to start, hit reply.

Tell me what’s on your wishlist and I’ll help you spot your next move.

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P.S. I teach this in depth in my delegation workshop.

if your team is drowning in tasks, but not driving results,

hit reply and let’s talk about bringing this training to your org.

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(or forward this issue and let them get started with a DIY approach!)

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