If you struggle with delegation as a Manager, chances are you were a meticulous Individual Contributor (IC).
It is in the nature of things – you can’t have one without the other.
The shift required then is simple – but not easy.
You need to get into the habit of ‘asking’ questions instead of trying to ‘see’ the issue for yourself.
When I think of the best managers I worked with, all of them had this trait.
It wasn’t that they didn’t have fears.
They too had the same concerns —
What if the work isn’t up to standard?
What if the task goes wrong?
What if it’s delayed?
What if the person is already overloaded?
The difference was: They managed those fears through questions, not by personally checking every issue.
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Let us see how this looks in practice.
3 Real-World Examples
We’ll use banking examples for simplicity.
Imagine, you’re a branch manager in a bank.
Situation 1: Staff to Boss (Crisis)
A team member comes to you with the issue:
“Sir, the customer is threatening to write to the CEO, if the Rs 45,000 expense on his Credit Card, which he claims is not authorised by him, is not reversed by the end of the day.”
Key Delegation anxiety: I don’t know the issue; what if this escalates?
You : What does this transaction pertain to?
Staff : It is for an item bought in Paris. The customer says he never went out of India.
You : Did he use the credit card on the Internet? On the day the supposed expense occurred on his credit card?
Staff : Yes.
You : That could be a factor. What’s our standard process for investigating potential card-not-present fraud?
Staff : We need to …
You : Alright. Here’s what we’ll do … In the interim … Does that work?
Staff : Yes, Sir.
You : Keep me updated on how this progresses — this could escalate to the CEO level.
Staff : Yes, Sir.
In the normal course, you would have liked to see the credit card statement or look up the transaction in the system yourself.
Instead, a few well-directed questions help you get the essential facts, guide the staff member through the thinking process, and give clear direction—all in a few minutes.
You have also asked to be kept updated, since the customer has threatened to escalate the issue to the CEO.
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Situation 2: Boss to Staff (Routine)
The regional head has sought a short write-up on the achievements of your branch in the last 3 months.
He needs to integrate it into the overall presentation he is making for the region, to the top management.
You need to get the work done through a team member.
Key Delegation anxiety: This is important; I don’t want sloppy output.
You : Deepa, we need to send a short write-up to regional head, on the achievements of our branch in the last 3 months. Can you make one for me?
Deepa : Sure, Sir. Any particular format?
You : I checked with the boss. It can be a 3-slide PowerPoint with 5-6 big achievements. A couple of lines, half-slide on each, preferably.
Deepa : Sure, Sir.
You : Any concerns? Hope you are comfortable with PowerPoint.
Deepa : I know the basics. I will take the help of Rajesh. He is good at it.
You : Ok. Take feedback from other assistant managers too, on the achievements to include. It is noon now. Can you give me by 5 pm? I have to send it by the end of the day.
Deepa : Yes, Sir. Will do.
In the normal course, you would have preferred to do it yourself.
But a short 5-minute talk helps you to delegate it to Deepa.
You have taken Deepa’s concurrence, set expectations, addressed her concerns, and because the job is important (it is required by your boss), you have kept sufficient time for yourself to do a look over.
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Situation 3: Boss to Staff (A Project)
The ‘Digital Banking’ team in your bank has initiated a project by which 60% of all banking transactions at the branches need to move to digital channels like ATMs, Internet banking, Banking by Phone, etc.
Your branch is currently in the lower rung.
They have sent a process note, and you need to send a tentative plan for your branch in a week.
You need one of your deputies to handle this project.
Key Delegation anxiety: This is a big, undefined task. What if the person is overloaded? What if it doesn’t get necessary attention or stalls?
You : Suresh, I called you because we have an important project from the Digital banking team to make 60% of banking transactions at our branch move to digital channels—ATMs, Internet banking, etc.
Suresh : Okay, Sir.
You : How are you currently placed in terms of workload?
Suresh : Sir, the workload is very heavy. The Audit-mandated review of all accounts is stretching all of us. The team is coming on holidays too.
You : I understand. How much of that work is done?
Suresh : Sir, we are 40% done.
You : And by when do you think the activity will be done?
Suresh : It will possibly take a month more.
You : Ok. Thanks for the update.
You : This too is important. I did a rough read of the Digital Banking process note. It will require effort from all the teams. Nimish, Meera, and your team. I think we will do better if we have one person coordinating the overall project, and so I thought of you.
Suresh : Ok.
You : I could have given it to Nimish, but he is getting married next week. And Meera is leading the “Sales Growth” project for the branch, which is very demanding due to competition in the market.
Suresh : I understand, Sir.
You : How can we reduce your workload so you can work on this too?
Suresh : If I can get 3 more staff, half-day for a month, it will help. As regards this project, I will need to see what is required.
You : I understand. Why don’t we do this—Let’s meet the day after tomorrow at 3. By then, I will see how I can get additional help for you.
You : In the interim, you read this Digital Banking process note and give me an idea of the effort required. Specifically, the activities, manpower, and timelines necessitated in the project. We will then see how to take this forward. Does that seem okay to you?
Suresh : Yes, that will be okay.
The above is a good talk.
1. You have taken the time to think over before you called Suresh for the talk.
2. You have used the occasion to check up on Suresh and his work.
3. You have explained your reason for giving the project to Suresh.
4. You have addressed Suresh’s concern and assured him of support. Suresh now has the faith of continued help and will be committed to the project.
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Why Asking Works
Think of any issue as having 10 data points.
When you check personally, you will burden yourself with all 10.
When you ask questions, though, you receive only the 2–3 that matter.
And the ownership of the task stays where it should — with the team member.
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The Core Principle
Delegating well often comes down to asking the right questions and assigning work based on the answers.
For larger initiatives and projects, also explain the reasoning behind your decisions.
You can further improve your delegation skills by mentally rehearsing the conversation beforehand.
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Caution: When to Deep-Dive
If a situation is exceptional, sensitive, time-critical, or high-risk, you should deep-dive.
But for 80% of daily work, ask — don’t see.
Your time and attention are your scarcest resources as a manager.
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Managers who ask, scale. Managers who check, don’t.