Delegating properly
Step 1 / 4·Five levels of authority
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Learning objectives — after this module you will:
- Choose the right level of authority for each person and task
- State the five mandatory points when handing work over
- Avoid the half-delegation that harms both sides
Five levels of authority
Delegation isn't a switch — it has settings.
Most misunderstandings about delegation come from treating it as a switch: either you do it or they do. In reality there are several levels, and picking the wrong one causes nearly every failed handover.
Pick the level by capability and risk
| Situation | Right level | Why |
|---|---|---|
| New joiner, important task | L1 or L2 | They lack the base to decide; a high level sets them up to fail |
| Experienced person, task new to them | L3 | They can develop options, but you still need risk control the first time |
| Strong performer, task done a few times | L4 | Trusted to decide, while you still know before anything goes outside |
| Very strong performer, their own specialism | L5 | Intervening here only slows things down and demotivates them |
The common failure: saying L5 but behaving like L1
A manager says 'just run with it' then a few days later asks about every detail, reworks the approach, and demands to see everything first. This is the worst pattern: the receiver carries the responsibility without the authority, and learns your word can't be relied on. If you actually need L3, say L3 from the start.
Key takeaway: Five levels from instruction to full authority — pick by capability and risk, and don't say one level while behaving like another.