Managing expectations in delegation (without micromanaging)
Delegation is not about giving people tasks and walking away. It's about giving clarity, inviting ownership, and building accountability. Done well, delegation empowers others while freeing up your time.
How do you manage expectations without coming across as a micromanager?
Here’s a 4-step guide and a workplace example to demonstrate this framework:
Step 1: Articulate the Outcome, Not the Process
What to do:
As a manager, your role is to make the destination clear eg. what success looks like, key milestones, non-negotiables, and timelines. But you don’t need to dictate the exact steps on how to get there.
Why:
This gives your team clarity on expectations while allowing them the space to bring their own ideas and ownership to the task.
Example:
A marketing manager says to a junior executive:
"We need a social media campaign that drives at least 300 signups for our seminar happening in two months time. Focus on engagement and clear CTAs to give a good user experience. You decide the channel mix and content approach.”
Step 2: Invite Collaboration on the Process
What to do:
Ask your team member how they would approach the task. Listen first. Then offer guidance or ask clarifying questions to refine the plan.
Why:
This encourages ownership and surfaces any hidden gaps in thinking early. You’re guiding, not controlling.
Example (The 300 signups):
“Based on the brief and expectations, how would you go about it? Let’s brainstorm a plan.”
Step 3: Agree on Accountability Loops
What to do:
Once the plan is clear, agree on how you’ll stay updated. Set up check-ins or updates at regular intervals (e.g. daily stand-ups, weekly reviews, or progress emails).
Why:
When the plan is clear and the communication is on-going, it builds trust and keeps things on track without hovering. It also gives you a chance to course-correct early if needed.
Example (The 300 signups):
"Let’s touch base every Wednesday morning for a 15-minute update, just to make sure things are moving in the right direction."
Step 4: Debrief After Completion
What to do:
After the task is complete, sit down for a quick debrief. Ask:
Was the outcome achieved?
What worked well in the process?
What could have been done better?
Why:
This turns every task into a learning opportunity for both the subordinate and you as the leader. It also builds a culture of continuous improvement.
Remember, delegation Is a leadership skill. Meaning, you’re not just assigning tasks but you’re building people. When you’re clear with the destination and provide autonomy and support to your team members to get there, trust and competency will grow in your team.
Contributor: Kausern Hieu