How to Manage Expectations When Delegating

Fred Kofman, author of Conscious Business, has a model for what he calls “clear commitments.” It is my favorite framework for delegating that I’ve ever been trained on. Delegating well requires stating a goal, clarifying expectations about what “good” looks like in areas you care about (e.g., cost, quality, timeline), getting a commitment from the employee, checking in, and holding the employee accountable. The key to exceptional management is to get great at defining the “what” not controlling the "how". As a leader, you need to know how to create alignment, how to clarify what you expect, and how to communicate all of it. The model of "clear commitments" makes that easier. New managers are often afraid that if they set a goal, someone will ignore something important in the process of accomplishing it (ignore quality, ignore cost, etc). That has to be part of defining the “what,” which Fred’s model does a great job of clarifying. You don’t have a commitment if both parties don’t agree to the definition of what good or “done” looks like. One thing I often do as a manager is define the “what” as best as I can upfront, but I also set a check-in point so I can make sure that we’re still aligned. Setting a timeline for a check-in might sound like, “I want us to ship this feature in 2 months. Here are the things I care about. Can you scope what you think needs to be done and come back to me in 2 weeks so we can talk through your approach?” This clarifies that the employee owns the project and you can course-correct if needed. That check in is very different from checking their code every day, asking to see call transcripts, or demanding a detailed weekly list of everything they accomplished. AND it FEELS very different to the person who owns the project. They feel supported and aligned, not mistrusted. You can also state what’s important to you in broad strokes so your employees can watch out for it. I’ll often say, “Let’s deliver this project by this date, and here are two things I want you to keep an eye on. First, I want to manage the cost of XYZ. Second, I’m worried that we’re going to hurt this other product line or initiative, so let’s think about how to prevent that.” The more senior your employees are, the more fuzzy your “what’s” can and should be. Part of being senior is the ability to bring granularity to broad goals, to have judgment about what “good” looks like, and to know when to ask for more clarity. For you as a leader, it’s about ensuring that you have alignment with them instead of demanding that they do it your way.

"I don't want to micromanage, but my team keeps missing deadlines."   This was from a frustrated leader last month. She was caught in the classic leadership trap: Step back → Projects derail Step in → Team disengages   Over the years, I’ve noticed something interesting: The most effective leaders don't manage tasks—they inspire action.   Here's the framework I shared with her:   🎯 Expectations ↳ Set clear standards, not step-by-step instructions 🔋 Energy ↳ Monitor team momentum, not daily tasks 🎨 Environment ↳ Create conditions for success, don't control the process   She stopped asking "How do I make sure this gets done?" and started asking "What does my team need to succeed?"   ---How did she do this--- 1.) Expectations ↳Define the "what" clearly ↳Let your team own the "how" ↳Set check-in points, not checkpoints   2.) Energy ↳Start meetings with wins ↳Address obstacles, not mistakes ↳Celebrate progress, not just completion   3.) Environment ↳Encourage questions ↳Make resources accessible ↳Remove unnecessary approvals   The hardest part? Trusting the process.   🎯 Your role isn't to carry the load—it's to build a team strong enough to carry it together.   Think about your most successful team moment - was it because of tight control or because you created the right conditions?"

When I was growing up, my mom would often leave a list of chores next to the phone in the kitchen which were required to be done before I could play with friends. As an ER nurse, my mom was often working 10 or 12 hour shifts for days in a row, and wasn't home to oversee how her orders were being carried out. What I quickly learned, and what was reinforced throughout my childhood, was we had very different perspectives of what "done" meant. 📄 Clean the kitchen To me, this meant cleaning the dishes and putting things away. To Cindy, this meant washing and drying the dishes (by hand, absolutely never use the dishwasher), putting them away (where they belonged, not where it fit), wiping the counters, sink, stove, microwave, and fridge, shaking the rugs, sweeping and mopping the floors and, in some cases, cleaning the walls with ammonia and clearing any gunk build up around the sink with toothpicks and toothbrushes. Neither of these expectations are right or wrong. But it often created conflict, because we were not committing to a shared goal from the beginning. As a manager, you have an obligation to "paint done" for your people. Delegation is necessary, and performance management can only be fair and effective when people know what is expected. First, get clarity about why the work needs to be done. Next, have a conversation with your employee, preferably live rather than email or chat. Provide a clear picture of what you expect, including timelines and communication cadence. Then, invite the employee to restate the ask to identify any missing pieces or miscommunications, and provide space for them to ask questions. The more you do this, you'll quickly learn the positive impact it has on meeting deadlines, guiding the work of your team and building trust with your people. This is one example where people management overlaps with people leadership. Both skills are essential in progressing as a leader.