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Delegation is not just a transfer of tasks. It is a very concrete way of exercising your role as a manager: clarifying what is expected, securing sensitive issues, then gradually expanding autonomy.
When used correctly, the delegation matrix can reduce workload, improve time management, and streamline decision-making within the team.
Before discussing methodology, let's examine what truly hinders managerial posture.
In many teams, the primary obstacle to delegation is not a lack of skills, but a widespread managerial reflex.
Doing things yourself provides short-term reassurance, but creates long-term dependency.
Concrete example: a manager systematically responds to customer emails to avoid mistakes. Their inbox becomes an endless to-do list, their time management deteriorates, and the team no longer dares to make decisions on their own. As a result, employees systematically wait for their approval, even on simple matters.
At the other extreme, delegating without a framework poses just as many problems. Delegating without clear expectations often means having to take back control after the fact.
Concrete example: a client meeting is assigned without any objectives or limits. The employee improvises, the manager then corrects them and returns to micromanagement. The employee loses confidence and hesitates more the next time, which hinders their initiative.
Delegating is not the same as offloading. It means creating a safe learning environment with a clear and progressive framework.
By clarifying the scope, success criteria, and milestones, managers enable their teams to develop their skills, manage their time more effectively, and reduce unnecessary demands.
Concrete example: a manager redistributes part of his weekly task list, specifying what is expected and when he wants to be informed. Decisions are made more quickly and emergencies are reduced, because everyone knows exactly how far they can go.
This logic is detailed in our article on using delegation as a lever for development.
Even with this intention, delegating remains difficult on a daily basis. Certain obstacles arise systematically.
In practice, we almost always encounter the same situations. These obstacles are not related to a lack of time or skills, but to an insufficiently clear framework for delegation.
In practical terms, this translates into three common managerial reflexes:
Delegation does not progress with goodwill alone. It relies on explicit, shared, and accepted rules that provide security for both managers and employees. This is precisely where the delegation matrix comes in handy: it replaces implicit control with structured trust by clarifying the level of autonomy expected for each task and each employee.
The delegation matrix is used to answer two simple questions. How far can this employee go in making decisions today without putting the project at risk? It helps managers adapt their approach rather than applying the same level of control to everyone. This logic is in line with situational leadership: adjusting the level of support to actual autonomy, not status.
To choose the right level of delegation, managers should not rely on gut feelings or seniority, but on observable signals in actual work. Consistency, the ability to anticipate, and reliability in follow-up are much more important than momentary impressions.
Concrete example: an employee delivers on time, alerts management in advance, and proposes solutions before problems become critical. The manager can expand the scope without risk, because they don't discover issues too late.
Each level corresponds to a different degree of autonomy and responsibility.
Level 1: I demonstrate and provide support.
Concrete example: an employee takes charge of a new client portfolio. The manager explains their choices, verbalizes their decisions, and demonstrates what they expect in concrete terms at each stage.
Level 2: you propose, I approve.
Concrete example: a project manager prepares a schedule and prioritization. The manager makes adjustments if necessary, which allows the employee to gradually structure their reasoning.
Level 3: You decide within a clear framework.
Concrete example: An employee organizes an event with a defined budget. The manager sets the rules but only intervenes if a threshold is exceeded.
Level 4: You work independently.
Concrete example: An account manager handles customer relations and operational decisions on their own. The manager is informed, but is no longer called upon to make decisions.
Delegation is never set in stone. It evolves according to situations, projects, and the team context. A level of autonomy that is appropriate at a given time may need to be expanded or temporarily tightened.
Concrete example: after several successful projects, an employee naturally moves from level 2 to level 3. Conversely, during a period of overload, a change in scope, or a more sensitive issue, the manager can tighten the framework to ensure progress without undermining the trust that has been established.
Managing delegation over time helps protect the quality of work, the team's autonomy, and the manager's mental load.
Effective delegation always relies on three elements that are clearly established from the outset:
Concrete example: the deliverable is expected on Friday, the format is flexible, and the employee manages internal communications independently. The framework is clear, areas of uncertainty disappear, and unnecessary back-and-forth communication is avoided.
Follow-up meetings don't need to be long or formal. Ten minutes of focused discussion is enough to ensure progress, clarify any gray areas, and prevent issues from becoming urgent.
Concrete example: a ten-minute weekly meeting allows you to identify a blockage before it becomes critical and avoid last-minute emergencies.
Feedback serves to stabilize autonomy. It helps prepare for the next level of delegation.
Feedback is what allows delegation to become a lasting practice. It serves to consolidate what works and prepare for the transition to the next level of autonomy. By clearly identifying what has been mastered and what can be expanded upon, managers transform each delegated task into a learning opportunity.
The delegation matrix becomes truly effective when it is used as a common reference point, rather than a tool reserved for managers. Shared with the team, it provides clear language to describe the autonomy, responsibilities, and expectations associated with each task.
Concrete example: in individual meetings, the manager explains the level of delegation associated with each task. The employee clearly understands what is expected and the extent of their decision-making authority.
The signs are clear: fewer approvals, faster decisions, better collective fluidity.
The delegation matrix is a simple tool for delegating without losing control.
It helps managers clarify responsibilities, secure projects, and develop lasting autonomy. By using it as a management tool, managers reduce their mental load and free up time for strategic issues.
Delegation is not just a transfer of tasks. It is a very concrete way of exercising your role as a manager: clarifying what is expected, securing sensitive issues, then gradually expanding autonomy.
When used correctly, the delegation matrix can reduce workload, improve time management, and streamline decision-making within the team.
Before discussing methodology, let's examine what truly hinders managerial posture.
In many teams, the primary obstacle to delegation is not a lack of skills, but a widespread managerial reflex.
Doing things yourself provides short-term reassurance, but creates long-term dependency.
Concrete example: a manager systematically responds to customer emails to avoid mistakes. Their inbox becomes an endless to-do list, their time management deteriorates, and the team no longer dares to make decisions on their own. As a result, employees systematically wait for their approval, even on simple matters.
At the other extreme, delegating without a framework poses just as many problems. Delegating without clear expectations often means having to take back control after the fact.
Concrete example: a client meeting is assigned without any objectives or limits. The employee improvises, the manager then corrects them and returns to micromanagement. The employee loses confidence and hesitates more the next time, which hinders their initiative.
Delegating is not the same as offloading. It means creating a safe learning environment with a clear and progressive framework.
By clarifying the scope, success criteria, and milestones, managers enable their teams to develop their skills, manage their time more effectively, and reduce unnecessary demands.
Concrete example: a manager redistributes part of his weekly task list, specifying what is expected and when he wants to be informed. Decisions are made more quickly and emergencies are reduced, because everyone knows exactly how far they can go.
This logic is detailed in our article on using delegation as a lever for development.
Even with this intention, delegating remains difficult on a daily basis. Certain obstacles arise systematically.
In practice, we almost always encounter the same situations. These obstacles are not related to a lack of time or skills, but to an insufficiently clear framework for delegation.
In practical terms, this translates into three common managerial reflexes:
Delegation does not progress with goodwill alone. It relies on explicit, shared, and accepted rules that provide security for both managers and employees. This is precisely where the delegation matrix comes in handy: it replaces implicit control with structured trust by clarifying the level of autonomy expected for each task and each employee.
The delegation matrix is used to answer two simple questions. How far can this employee go in making decisions today without putting the project at risk? It helps managers adapt their approach rather than applying the same level of control to everyone. This logic is in line with situational leadership: adjusting the level of support to actual autonomy, not status.
To choose the right level of delegation, managers should not rely on gut feelings or seniority, but on observable signals in actual work. Consistency, the ability to anticipate, and reliability in follow-up are much more important than momentary impressions.
Concrete example: an employee delivers on time, alerts management in advance, and proposes solutions before problems become critical. The manager can expand the scope without risk, because they don't discover issues too late.
Each level corresponds to a different degree of autonomy and responsibility.
Level 1: I demonstrate and provide support.
Concrete example: an employee takes charge of a new client portfolio. The manager explains their choices, verbalizes their decisions, and demonstrates what they expect in concrete terms at each stage.
Level 2: you propose, I approve.
Concrete example: a project manager prepares a schedule and prioritization. The manager makes adjustments if necessary, which allows the employee to gradually structure their reasoning.
Level 3: You decide within a clear framework.
Concrete example: An employee organizes an event with a defined budget. The manager sets the rules but only intervenes if a threshold is exceeded.
Level 4: You work independently.
Concrete example: An account manager handles customer relations and operational decisions on their own. The manager is informed, but is no longer called upon to make decisions.
Delegation is never set in stone. It evolves according to situations, projects, and the team context. A level of autonomy that is appropriate at a given time may need to be expanded or temporarily tightened.
Concrete example: after several successful projects, an employee naturally moves from level 2 to level 3. Conversely, during a period of overload, a change in scope, or a more sensitive issue, the manager can tighten the framework to ensure progress without undermining the trust that has been established.
Managing delegation over time helps protect the quality of work, the team's autonomy, and the manager's mental load.
Effective delegation always relies on three elements that are clearly established from the outset:
Concrete example: the deliverable is expected on Friday, the format is flexible, and the employee manages internal communications independently. The framework is clear, areas of uncertainty disappear, and unnecessary back-and-forth communication is avoided.
Follow-up meetings don't need to be long or formal. Ten minutes of focused discussion is enough to ensure progress, clarify any gray areas, and prevent issues from becoming urgent.
Concrete example: a ten-minute weekly meeting allows you to identify a blockage before it becomes critical and avoid last-minute emergencies.
Feedback serves to stabilize autonomy. It helps prepare for the next level of delegation.
Feedback is what allows delegation to become a lasting practice. It serves to consolidate what works and prepare for the transition to the next level of autonomy. By clearly identifying what has been mastered and what can be expanded upon, managers transform each delegated task into a learning opportunity.
The delegation matrix becomes truly effective when it is used as a common reference point, rather than a tool reserved for managers. Shared with the team, it provides clear language to describe the autonomy, responsibilities, and expectations associated with each task.
Concrete example: in individual meetings, the manager explains the level of delegation associated with each task. The employee clearly understands what is expected and the extent of their decision-making authority.
The signs are clear: fewer approvals, faster decisions, better collective fluidity.
The delegation matrix is a simple tool for delegating without losing control.
It helps managers clarify responsibilities, secure projects, and develop lasting autonomy. By using it as a management tool, managers reduce their mental load and free up time for strategic issues.
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