委派模式

---
name: delegation-patterns
description: "When to activate: delegation, task handoff, trust building, ownership transfer, managing without micromanaging, empowerment, letting go"
origin: zakr
metadata:
  namespace: zakr/devtools-pack
  version: 1.0.0
  category: business
  domain: productivity
  platforms: [claude-code, codex, gemini-cli, cursor, aider, windsurf]
---

# Delegation Patterns

## The Delegation Ladder (7 Levels)

| Level | Description | When to use |
|-------|-------------|-------------|
| 1 — Tell | You decide, they execute exactly | New hire, high-stakes, zero margin |
| 2 — Sell | You decide, you explain why | Building buy-in, teaching context |
| 3 — Consult | They propose, you decide | Building judgment, moderately experienced |
| 4 — Agree | You decide together | Peer-level decisions, shared ownership |
| 5 — Advise | They decide, they inform you before | Experienced, trust established |
| 6 — Inquire | They decide, they tell you after | High trust, senior person |
| 7 — Delegate | They decide, you find out if needed | Full autonomy, leadership-level |

**Goal**: Move each person up the ladder as they demonstrate competence and judgment.

## Delegation Decision Matrix

Before delegating, assess two dimensions:

```
         Skill
         Low          High
Will  ┌─────────────┬──────────────┐
High  │ Coach &     │ Delegate     │
      │ Train       │ fully        │
      ├─────────────┼──────────────┤
Low   │ Redirect /  │ Motivate &   │
      │ Reassign    │ Challenge    │
      └─────────────┴──────────────┘
```

- **High skill, high will**: Full delegation — get out of the way
- **Low skill, high will**: Coach and train — they want to learn, support them
- **High skill, low will**: Explore motivation — what would make this engaging?
- **Low skill, low will**: Don't delegate this task yet — address the root issue first

## Task Handoff Template

```
## Task Handoff: [Task Name]

**Owner (new):** [Name]
**Delegating from:** [Your name]
**Due date:** [Date]
**Priority:** [High / Medium / Low]

**What success looks like:**
[Specific, measurable outcome — not activity, but result]

**Background context:**
[Why this matters, what came before, key constraints]

**Key stakeholders / dependencies:**
- [Who to loop in]
- [What they need]

**Decisions you can make independently:**
[Enumerate what's in their lane]

**Decisions that need my input:**
[Enumerate what requires escalation]

**Resources / references:**
- [Links, docs, tools]

**Check-in schedule:**
[How often + how — async update, brief sync, etc.]

**Definition of done:**
[Specific criteria to know the task is complete]
```

## Context Transfer Checklist

Before handing off a task or project:

- [ ] Written summary of current state (not verbal only)
- [ ] List of all active stakeholders and their context
- [ ] Any known landmines, risks, or political sensitivities
- [ ] History of key decisions and why they were made
- [ ] Access to all relevant tools, docs, and systems
- [ ] Introductions to key people they'll need to work with
- [ ] Definition of done is agreed and written
- [ ] First check-in is scheduled

## Trust-Building Progression

Trust is built incrementally. Use this sequence:

1. **Start small** — delegate a low-stakes task to observe their approach
2. **Debrief together** — what went well, what would they do differently?
3. **Increase stakes gradually** — move up the ladder based on demonstrated judgment
4. **Give stretch assignments** — tasks slightly beyond current comfort zone
5. **Reduce check-ins** — as trust builds, move from sync to async updates
6. **Full ownership** — they own the outcome, you're available for questions

**Timeline**: Trust is built in months, not days. Don't rush to full delegation before it's warranted.

## Outcome vs. Method Ownership

**Micromanagement trap**: Delegating the outcome but controlling the method.

| Approach | Example | Effect |
|----------|---------|--------|
| Method control | "Do it this specific way" | Kills initiative, builds dependency |
| Outcome ownership | "Here's what success looks like — how you get there is yours" | Builds capability, engagement |

When to specify method:
- Safety or compliance requirements
- Team consistency matters (shared systems, interfaces)
- New hire learning the standard approach

When to leave method open:
- Experienced person
- Novel problem with no established playbook
- You want them to develop judgment

## Tracking Without Micromanaging

### Lightweight tracking mechanisms
- **Async written update**: "What's the status?" via Slack/doc — no meeting needed
- **Milestone check-ins**: Agree on 2-3 milestones upfront; only check at those points
- **Exception reporting**: "Tell me if X happens or if you're blocked" — otherwise no update needed
- **Weekly standup**: Brief written: done / doing / blocked

### Questions that signal trust (not control)
- "What do you need from me to move forward?"
- "What's the hardest part right now?"
- "What would you do differently if you were starting over?"
- "Is there anything blocking you that I could help unblock?"

### Red flags that invite more check-ins
- Missed milestone without proactive communication
- Stakeholders are surprised / not in the loop
- Quality issues appearing repeatedly
- Requests for help only after problems become critical

## Common Delegation Failures

| Failure | Root cause | Fix |
|---------|-----------|-----|
| Delegating but still doing | Fear of quality drop | Define "good enough" threshold explicitly |
| No clarity on outcome | Rushed handoff | Use handoff template every time |
| Delegating to wrong person | Ignoring skill/will matrix | Assess before assigning |
| Checking in too often | Low trust or anxiety | Agree on check-in cadence upfront |
| Not delegating because "faster to do myself" | Short-term thinking | Calculate time cost of not developing others |
| Delegating blame not authority | Not giving real ownership | Transfer authority alongside responsibility |

## When NOT to Delegate

- The task is truly yours as a leader (final decision, accountability)
- Crisis situation where speed matters more than development
- Confidential information that shouldn't be shared
- Task requires your specific expertise that can't be transferred
- The person is already overloaded — delegation becomes a burden

## Delegation Review

Ask monthly:
1. What am I still doing that someone else could do at 80% quality?
2. Who on my team is ready for more ownership?
3. What did I delegate this month that went well?
4. What delegation failed — what can I learn from it?