<aside> <img src="/icons/info-alternate_yellow.svg" alt="/icons/info-alternate_yellow.svg" width="40px" /> This page is part of The Toolbox by Danny Smith.
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Most leaders I know agree that delegation is a good and necessary thing if they’re gonna run an effective organisation. But delegation is not a binary thing with micromanagement on one end and complete abdication of control on the other – there’s a sliding scale between the two. People will need you to cede control at a level that’s appropriate for them and their context. It can be helpful to think about this using The Seven Levels of Delegation.
Finding the right level of delegation is a balancing act. It depends on a team’s maturity level and the impact of its decisions. Distributed control in an organization is achieved when delegation of authority is pushed as far as possible into the system. However, circumstances may require that you start by telling **or selling, gradually increasing the delegation level of team members and widening their territories. – Jurgen Appelo
This is a symmetrical model that works in both directions. Level 2 is similar to level 6, when viewed from the opposite perspective. Likewise with all the others except Level 4 (Agree), where both parties have equal responsibility.
You make a decision for others and you may explain your motivation. A discussion about it is neither desired nor assumed. This is what micromanagers do. It’s often appropriate when the other person has very little expertise, confidence or context about the thing at hand and is therefore unlikely to understand if you try to sell to them.
You make a decision for others but try to convince them that you made the right choice, and you help them feel involved. This is only a small evolution on telling.