1. Delegation

2. Assumptions we make
We assume the person being delegated to knows what the problem is (what needs to happen). This may NOT be the case.
We assume the person can break down the task in the steps that it needs to happen. This may NOT be the case.
We assume they have the positional power to make it occur. This is often NOT the case.
We assume they know how to measure their progress. This is also usually NOT the case.
We assume they know the difference it will make when done successfully… are we seeing a theme?

3. What the leader needs to do
Know what the goals are with regard to what is being delegated
Know what the strengths are of the person you are delegating to
Know what role the person has with regard to impacting change – do they have positional power or informal power to make it happen?
Communicate the difference it will make – give them the vision

4. Levels of Delegation
Level 1 – the leader is giving direct control to the person they are delegating to, to do what is needed to get it done
Level 2 – the leader is giving authority to only change certain things (imperative that this is identified at the time of delegation)
Level 3 – the leader is giving authority only to think about the problem and develop ideas to address, but NOT to take action (again, imperative that this is identified at the time of delegation)