Many business leaders struggle to let go of certain responsibilities. Yet structured delegation, grounded in trust and clarity, can free up valuable time and strengthen staff motivation. Practical guidance.
"Being able to delegate tasks and responsibilities effectively is a key lever for developing a company’s activities," says Oliver Mattmann, director of Peter Beglinger Training, a firm specializing in management and sales training. However, in many SMEs, leaders find it difficult to do so and suffer from work overload and project delays, according to a recent study by the Lausanne-based consultancy Qualinsight.
Mattmann notes that entrepreneurs all too often still believe they will perform the task better themselves or that delegation takes too long. "But assigning certain duties to employees is an investment that pays off. It means offloading anything that is not central to a leader’s role. For example, my personal assistant handles training organization, accounting, creditors, annual reports, scheduling, and even processes 80% of my emails. That allows me to concentrate on my core responsibilities: delivering high-quality training and meeting our clients."
He identifies three essential elements for structuring an effective division of labor. "First, a leader must be willing to let go and accept that others can carry out certain tasks just as well, even if differently. Second, trust in employees, which develops over time. Third, once a task has been delegated, it stays with the employee. You should not take it back unless there is a major issue."
Autonomy without micromanagement
"Delegation means agreeing on a working framework, not simply offloading a task," says leadership mentor André Hefti. "The aim is to establish a clear and sound basis that encourages individual responsibility."
Hefti outlines six elements that help employees become autonomous: "First, restate the purpose of the task and its importance. Define the expected outcome and quality, the priorities, especially if time becomes tight, the rules and processes to follow, how progress should be reported, and the available resources. Once this framework is set, the employee must confirm each point. Otherwise, a discussion is needed to clarify any uncertainties."
Establishing objectives and the level of autonomy in advance allows managers to support employees without slipping into micromanagement. "Once a task is assigned, the manager should not interfere with the agreed framework. It is therefore essential to define from the outset what is non-negotiable (such as the deadline, budget, or required quality) and what is negotiable (method, workflow, etc.). This helps distinguish the manager’s responsibilities from those of the employee."
Choosing the right people
What criteria should guide the choice of employees to whom tasks are delegated? "Rely on the strengths of team members," says Oliver Mattmann. "Many managers rarely ask their employees about their core strengths. This is why I recommend at least one annual discussion on each person’s current and developing strengths."
Delegation can also serve as a lever for motivation and skills development. "Being able to contribute, participate, and express one’s views gives meaning to work, which is a major source of motivation in today’s professional environment," notes André Hefti.
What if a delegated task does not go as planned? "It is important to return to the framework and identify what did not function," Hefti explains. "The aim is not to assign blame but to find solutions. A healthy approach to errors is a powerful driver of improvement. The employee should be able to suggest two or three possible options. Many managers want to provide the solution themselves, but this can be discouraging. Allowing employees to propose ways to resolve the situation enables them to grow and build their skills."
On the theme
Motivating to prevent failure
A frequent cause of failure is a lack of clarity during the handover of tasks. "You cannot delegate in passing, with a brief conversation or an email," says Oliver Mattmann, director of Peter Beglinger Training. Successful delegation relies on a structured initial discussion. "The aim is to motivate the employee, beginning with a warm and constructive welcome." Once the objective has been clarified and the employee has confirmed their commitment, the next step is to ask how they intend to approach the task. "This enables the manager to support the employee’s reflection rather than impose their own approach. A concrete agreement on details, deadlines and resources then follows, ideally with the employee proposing their own schedule. The discussion should end with a word of appreciation, which reinforces engagement and the working relationship."
Last modification 03.12.2025
