Hi Leaders,
Imagine the scene:
- You’re waving goodbye to your last Zoom call of the day.
- You’re running late for dinner.
- And the kicker is that you spent the entire day in meetings, and haven’t touched your own work all day.
If this sounds familiar, you’re not alone.
As a leader, this is the battle that we all face.
But can I be truthful here?
The problem most likely lies with your approach.
The easiest path is usually to:
- keep doing what you currently do,
- keep solving the problems facing your team,
- and keep rowing faster to move the boat forward.
But simply working harder will not end this cycle, and the simplistic advice of “delegate more” isn’t the way to scale yourself.
Delegating more isn’t wrong, it’s just incomplete.
You need to delegate differently.
You have seen leaders who either micromanage or are completely hands-off, missing the benefit of a gradual progression.
Most leaders think that delegating is binary, either you do it or you don’t, but there are different levels, and progressing through each one helps build a stronger team around you (and one that is less dependent on you.)
Here is a 5-level framework to change how you approach delegating and get to scaling your impact.
Level 1: Task Assigner
your role: You break down complex projects and assign specific tasks.
example: "Take the customer feedback from last week’s launch and create a summary doc with quotes organized by theme."
when to use: With new team members, critical deliverables, or when you need it done in a specific way.
the shift: You control the what and how, but you stay in the loop for every step.
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Level 2: Decision Consultant
your role: You outline the decision that needs to be made and starting points for analysis.
example: "We need to decide on a new vendor for a component in our product. Here are three options I’ve been considering: [A, B, C]. Research each one and recommend what we should pursue and why."
when to use: When you are building someone’s analytical skills or the decision has moderate risk.
the shift: They get better at analysis. You get better recommendations.
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Level 3: Coach
your role: Ensure solid process and help connect the dots.
example: "We need to present our team’s strategy to the senior management team. Own the analysis and deck, but walk me through your approach first."
when to use: Experienced team members tackling a new problem areas or leveling up.
the shift: Builds long term leverage.
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Level 4: Full Ownership
your role: Set context and remove obstacles.
example: “You own the mobile experience now. Make the decisions you need to make and keep me posted on results and any major changes.”
when to use: Proven performers in their area of expertise.
the shift: Large portions of the team’s work flow independently.
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Level 5: The Amplifier
your role: Learn from them and make it louder, broader, stronger.
example: "You've become our expert on [customer behavior / system performance / team dynamics]. What insights should shape our strategy?"
when to use: When they have strengths where you do not, and you’re ready to listen.
the shift: You stop being the smartest person in the room. On purpose.
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As you move up the levels of how you interact with your team, it is not just that you are delegating differently, but you are growing the skills and independence of the team that you lead.
The magic isn’t just in using these levels, it’s moving people through them systematically.
When you master this progression, you don’t just get time back, you build a team that makes you smarter.
The biggest mistake?
Jumping levels too fast.
For example, moving someone from: Level 1 (where you are their task assigner) to Level 4 (where they have full ownership) too quickly, will result in both of you becoming frustrated.
Key Takeaways
✅ Delegating more isn’t the answer. Delegating differently is.
Most leaders think delegation is a binary switch. You're either you’re doing the work or passing it off.
But real leadership means guiding people through levels of ownership so they grow as you scale.
✅ Doing work only you can do is how you lead.
If your week is filled with task assigning and decision vetting, you’re not leading, you’re reacting.
Moving just one recurring decision up a level can create space for strategic work that actually needs you.
✅ The goal isn’t to be irreplaceable. It’s to be amplified.
The most effective leaders don’t hoard decisions.
They build teams who think, decide, and act, and then turn their insights into fuel for the entire org.
Wrapping it Up: Put Scaling Yourself into Action
Look at your last week. What level are most of your interactions?
Most leaders find 80% of their interactions are at levels 1-2.
If that’s you, you’ve found your bottleneck.
What would happen if you moved just three interactions up one level?
To get started, this week, pick one recurring decision and move it up one level.
You will know this approach is working when people stop asking for permission and needing your input on every decision, and start sharing their results.
Sounds simple, right?
But here's what I see in practice: leaders get stuck at Level 2, or they jump too fast and things break down.
The difference between knowing this framework and mastering it?
Having someone help you navigate the tricky transitions and customize it for your specific team dynamics.
If you'd like help implementing this with your actual team situations, I'm here. Reply to this email with your biggest delegation challenge.
Of course, scaling yourself only works if your team has the right operating rhythm, and that’s what we’ll tackle in the next issue.
Until next time!
Andrea
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