How to Delegate the Right Task to the Right Person

If you’ve been tuning in to the most recent episode of The Leaders Kit Bag, you’ve likely heard me discussing the incredibly important topic of delegation.

Delegation is one of those leadership skills that many leaders, regardless of their level, often struggle with.

In this video and blog,  I’m providing you with a very simple and practical framework—the ISTAR framework—to help you delegate tasks to the right people confidently and effectively.

How to Delegate the Right Task to the Right Person

 

Introducing the ISTAR Framework

The ISTAR framework is a simple acronym you can run through in your mind when you’re thinking about delegating a task.

Initially, this will be a conscious process that takes a bit of time, but soon, you’ll be able to complete this process almost unconsciously. This is what we call reaching unconscious competence.

 

I – Interest

When you have a task to delegate, ask yourself: Who has an interest in this task or topic?

Think broadly here, beyond narrow job descriptions. Someone interested in a task will always do a better job than someone who does it simply because they have to, without any personal interest.

 

S – Skill

Next, consider who in your team either has the skill to complete this task or who might benefit from the opportunity to develop this skill.

Delegating based on skill ensures the task is done well and allows team members to grow.

 

T – Time

How much time is available for this task to be completed?

If it’s a high-impact, time-sensitive task, you’ll likely want to delegate it to someone with the necessary skills.

Conversely, if the task isn’t time-critical, it may be a great opportunity to delegate it to someone who could use more time to develop their skills, allowing you to support, coach, and mentor them.

 

A – Authority

If you’re asking someone to complete a task on your behalf, especially if it involves making decisions or approvals, you need to ensure they have the authority to do so.

If they don’t naturally have that level of authority due to their role, you must communicate clearly to them and other stakeholders that they are authorised to act on your behalf.

Without this, people will bypass the person you’ve delegated to and come to you, leading to frustration and the incorrect conclusion that delegation doesn’t work.

 

R – Responsibility

Finally, ensure the person understands that it is their responsibility to execute the task.

While we, as leaders, remain accountable, the person must accept responsibility for completing the task.

Ensuring they understand this will lead to more successful delegation.

 

What Now?

Using the I STAR framework will significantly improve your delegation skills.

If you’re looking to enhance your own skills or those within your organisation, I have two options for you.

 

Option One – Click this link to learn more about my in-person leadership training programmes.

 

Option Two – Click this link for my short, online Delegation Mastery Programme.

 

Your coach,