Imagine telling someone, “Run as fast as you can!” but tying weights to their ankles. Or asking them to paint a masterpiece, then handing them only a pencil stub.
This is what happens when managers delegate without authority and resources. The person technically “owns” the task, but every step forward feels like a struggle. Instead of moving quickly, they sink into frustration.
The manager believes they’ve lightened their load. In reality, they’ve only delayed the result—and drained the motivation of the very person they’re trying to empower.
In The Delegation Game I called this “half-delegation”:
“When you assign the task but keep the keys, you’ve given your people responsibility without power. It’s like sending them into battle without armor.”
The Hidden Desire of Every Employee
People don’t just want tasks. They want the chance to deliver real results.
A task is “Do this report.”
An outcome is “Help us understand which product line deserves more investment.”
When people sense they are trusted with both the responsibility and the tools to make things happen, they rise to the challenge. What they crave is not less work but less friction—the ability to move without being tripped up by missing files, blocked approvals, or constant permission checks.
Delegation is not simply about unloading. It’s about unlocking.
When Delegation Stalls Instead of Speeds Up
Consider Carlo, an eager team member told by his manager: “You’re in charge of vendor negotiations for this project.”
Carlo was excited. Finally, a chance to step up. But when the vendor asked about pricing flexibility, Carlo didn’t know what he was allowed to offer. He had no access to the budget.
He returned to his manager for guidance. The manager said, “I’ll get back to you.” Days slipped by. The vendor lost interest. The project lost momentum.
Carlo felt humiliated. His manager felt disappointed. The company lost an opportunity.
This wasn’t Carlo’s failure. It was a failure of equipping. Authority was promised but never delivered.
The Difference Between Power and Permission
Let’s pause to define two terms that often get blurred:
- Authority means the official right to act. It’s the ability to decide, approve, negotiate, or commit—without needing to ask first.
- Permission is temporary allowance. It requires going back to the manager each time a decision comes up.
Authority liberates. Permission stalls. When leaders confuse the two, they unintentionally cripple their people.
Think of authority as a master key. If you hold it back, your delegate has to keep knocking on your door for every room they need to enter. But once you hand it over, they can walk through doors on their own, unlocking progress you would have slowed down.
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What It Looks Like to Equip Someone Fully
So how do you actually “open doors” when delegating?
- Information – Give them the background, the context, the data. Don’t make them waste days hunting down files or pulling teeth for details.
Example: A sales manager delegates a pitch but also shares past proposals, client history, and objections from earlier meetings. - Training – If it’s new ground, teach them enough to get started. A 20-minute demo or pairing them with a mentor can save weeks of mistakes.
Example: Before asking an analyst to run a new reporting tool, let them shadow you once through the process. - Tools – Software logins, company cards, access badges, or even something as small as templates. Tools are the levers that multiply effort.
Example: A customer service lead is asked to redesign the complaint system but isn’t given admin access to the CRM. That’s not delegation—it’s sabotage. - Budget – If the task involves money, set the parameters clearly. Say, “You can approve expenses up to ₱50,000 without my sign-off.” Without that, every minor decision bounces back to you.
- Authority in Public – Don’t keep the delegation private. Announce it. Tell the client, the team, or the other departments: “Ana is leading this. She has my full backing.” This simple act removes resistance and grants instant legitimacy.
- Blocker Removal – If you know certain approvals or departments will slow things down, grease the path beforehand. Call Finance. Email Procurement. Clear the hurdles before your delegate hits them.
Delegation without these is like giving someone a car without fuel. The wheels may turn, but they won’t go anywhere.
A Story of Success When Doors Are Opened
Marissa once led a project rollout under a manager who did this well.
Before handing it over, her manager said: “This project is yours. Here’s the budget you can spend. Here’s the vendor list. I’ve introduced you to the client as the project lead. You can approve up to this amount. I’ll check in with you next week, but day-to-day, you’re in charge.”
Marissa was nervous at first, but the authority was real. She negotiated confidently, solved issues quickly, and delivered the rollout ahead of schedule. The client praised her leadership. Her manager praised her initiative.
The result wasn’t just a finished project. It was a stronger employee, a trusted leader in the making.
The Cost of Keeping the Keys
Now, imagine the opposite. A manager “delegates” but hoards all the keys. The employee spends more time seeking permission than doing the work. Every decision is a bottleneck. Every step is a detour.
The consequences compound:
- Projects drag on unnecessarily.
- Employees grow resentful and checked-out.
- Managers stay overloaded because every decision bounces back.
As The Delegation Game puts it:
“If your people need to ask for permission at every turn, you haven’t delegated. You’ve disguised supervision as empowerment.”
The Shift That Unlocks Momentum
Delegation without resources is delay. Delegation with resources is momentum.
When you hand over the right tools, knowledge, budget, and authority, you’re not just offloading tasks. You’re multiplying capacity. Your people start thinking and acting like owners. They’re not looking over their shoulder for your approval; they’re moving forward with confidence.
This is where leadership shifts: from being the doer of everything to being the enabler of progress.
Your Move This Week
Look at one responsibility you’ve recently handed off. Ask yourself:
- Do they have everything they need to succeed?
- Do others know they’re the lead on this?
- Are there approvals I could clear in advance so they don’t get stuck?
If the answer is no, fix it now. Send the file. Make the call. Announce their authority. Remove the block.
Sometimes leadership is not about doing more, but about clearing the path so others can do what only they can do.
Where the Game Goes Next
By now, you’ve defined the result, mapped the risk and readiness, and set the boundaries. With authority and resources in place, your people can finally run without being chained to your desk.
Next, we’ll explore how to stay aligned without hovering—how to keep progress visible without smothering it (Step 5: Agree on Check-Ins).
Delegation isn’t dumping work. It’s opening doors. And once those doors are open, both you and your team discover how fast you can really move.
