You trust them.
But do they know you trust them?
He’d led projects before.
Consistently delivered high-quality results.
Asked the right questions. Solved problems on his own.
When a high-stakes opportunity came up, he was the obvious choice.
I handed him the brief and said:
“This one’s yours.”
No step-by-step plan. No detailed oversight.
Just clear expectations—and room to lead.
He paused. Smiled. Took a deep breath.
And that was the moment I realized:
Trust isn’t just a feeling. It’s a signal.
One you have to send clearly, and often.
That was my fourth lesson in adaptive leadership:
Sometimes the best leadership move… is stepping back—without disappearing.
This is the Delegating style in Situational Leadership—low direction, low support.
It’s not passive. It’s not absent.
It’s what great leaders do when someone is both capable and committed.
According to Blanchard and Hersey’s model, Delegating works when someone is:
• Highly competent and consistent
• Self-motivated and proactive
• Able to make decisions independently
• Seeking more ownership and autonomy
And here’s what successful leaders do in this phase:
They empower, not abandon.
They align on outcomes, not process.
They offer space to grow, not a checklist to follow.
Signals to Look For:
Mastery of core responsibilities
Initiative without prompting
Independent problem-solving
Asking for ownership—not permission
Confidence under pressure—and clarity in decisions
These aren’t just signs of readiness.
They’re indicators it’s time to shift your leadership stance.
What Delegating Leaders Do Well:
Set clear expectations but avoid micromanaging
Focus on outcomes—not how the work gets done
Check in regularly, but lightly
Celebrate success, give credit, and stay available when needed
Provide resources for continued growth
Foster autonomy—because trust is a skill builder, not just a reward
Because Delegating isn’t “less leadership.”
It’s leadership that builds leaders.
Your Turn:
Who on your team is truly ready to take the lead—not just on tasks, but on ownership?
This week, identify one project or responsibility you’ve been holding onto.
Ask yourself: Have I prepared them for this? Have they shown they’re ready?
If the answer is yes—delegate with clarity and confidence.
Be clear about the what—and let them own the how.
Check in without hovering. And say the words:
“I trust your judgment.”
Because great delegation doesn’t start with letting go.
It starts with knowing who’s ready to hold it.
Later this week, I’ll release the full article tying all four leadership styles together—with insights on how to flex your leadership in real time based on task readiness, not assumption.
