The Leadership Guide to Delegation: Empower the Outcome, Not the Task
February 17, 2026
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There isn’t only one way to load a dishwasher.
But if you’ve ever lived with someone who thinks there is, you know how strong that conviction can be. Plates must go in a certain direction. Cups must sit just right. Bowls of any size aren’t allowed. (ok that’s just what my wife says. However, the “right” way isn’t really about whether the dishes get clean. It’s about preference with a little bit of optimization.
I’ve seen that same mindset show up time and time again coaching leadership.
A manager assigns a project, explains exactly how they would do it, defines the timeline, and stays close enough to make sure it’s done “right.” And when it isn’t, they fix it. That feels responsible, and like you’re doing your job. But over time, it creates dependence.
Most managers and executives say they want more ownership, initiative, and proactivity from their team. Yet the way many leaders attempt to delegate quietly works against that goal.
Because delegation, by itself, transfers work. Leadership must do something more. If you want ownership, you have to empower the outcome, not the task.
Leaders empower the outcome, not the task
That distinction changes everything.
Properly empowering team members isn’t as simple as flipping a light switch. It works on a developmental continuum. (Aren’t you just a little impressed with my vocabulary?)
Prescribe the T’s
On the far left, you “Prescribe the T’s.” That is the tasks, techniques, and the timeline. Your direct report or team member doesn’t yet have the skill, will, or clarity required, so you must stay close. You show what needs to be done, how to do it, and when it needs to be completed. When the work comes back (typically slowly) you have to correct, explain, and often fix the work.
Now that’s not micromanagement, that’s development.
However, the problem isn’t starting here, it’s staying here.
If you keep fixing the same mistake without requiring improvement, you create dependence. And if you move someone too far too fast because you’re tired of being involved, you create a mentality of not being good enough.
Collaborate on the Approach
As their capability grows, your role must shift.
You move from prescribing to collaborating. You still define the outcome, but instead of dictating every move, you ask better questions. What’s your plan? What options are you considering? What tradeoffs do you see?
There will still be moments you step in. Sometimes to change directions or get the train back on track. Again, that’s not micromanagement, that’s leadership.
But if you override the approach every time, you aren’t developing judgment or celebrating learning, you’re exercising your ego.
Empower the Outcome
On the far right of the continuum is where leadership begins to scale. You define success, clarify constraints, provide tools and resources, and you let them perform.
This is when you are making the principle of empowering the outcome, not the task, take its full effect.
However, it’s important to remember, they won’t be perfect but neither are you. They will occasionally come up short, and so do you.
Now, perfection isn’t the standard; ownership is.
People are motivated by different things. Money, recognition, and power are popular answers. However, author Daniel Pink, in his book Drive, explains that autonomy is one of the core drivers of motivation. When leaders delegate tasks but control every decision, autonomy shrinks. And when autonomy shrinks, initiative fades.
Autonomy is one of the core drivers of human motivation
The hard truth is no team, organization, or leader can effectively scale if every meaningful decision still flows through one leader.
In an interview on The John Eades Podcast, author David Marquet told me, “Followers have limited decision-making authority and little incentive to give the utmost of their intellect, energy, and passion. Those who take orders usually run at half speed, underutilizing their imagination and initiative.” Marquet is correct; when team members aren’t empowered to make decisions where the information is, it’s demoralizing and creates a lack of initiative.
Most leaders don’t stay on the left side of the Empowerment Continuum because they enjoy control. I can write it not just because I see it everyday in my coaching and teaching, but because I find myself living there as well.
Staying in “Prescribing the T’s” feels responsible. When you are accountable for the result, it’s easy to correct the details, to ensure the work reflects your standard. After all, if something goes wrong, your name is attached to it.
But over time, you have to decide what you are really building and what the purpose of your leadership really is. Because, as Ralph Nadar said, “The true function of leadership is to produce more leaders, not more followers.”
Remember, delegation transfers work. Leadership transfers ownership. And ownership is what allows an organization or a team to grow beyond the limits of one person’s capacity.
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About the Author: John Eades is the CEO of LearnLoft and The Sales Infrastructure. He was named one of LinkedIn’s Top Voices. John is also the author of Building the Best and the Optimistic Outlook.
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