Tool 3 | Delegation Planning Guide
Matching the Right Work to the Right Person
Delegation is not about clearing your plate. It is about matching meaningful work with the right person at the right time in a way that stretches them without breaking them. Use this guide to plan your next delegation conversation.
Download the fillable delegation planner
Step 3 is a structured planner you fill in before the conversation — and bring with you to it. Work through Steps 1 and 2 here first.
The Goldilocks Zone
Every delegation should land someone in the stretch zone: challenged enough to grow, supported enough to succeed.
Underutilization
Too much work, not enough growth. The person feels drained because they are working hard without contributing to anything meaningful.
The Stretch Zone
Learning, growing, occasionally pushed outside their comfort zone. Engaged and developing. This is where you want them.
Panic Zone
Work is beyond their current capacity. Causes stress and undue pressure. Avoid delegating into this zone.
Before you assign
Ask yourself honestly: given everything else on this person’s plate right now, does this ask land them in the stretch zone — or does it tip them into panic? The same task can be either, depending on timing.
Know Their Motivation
How you frame a delegation matters as much as what you delegate. Use the Five Paths to Leadership® to tailor your ask. Select the path that best describes the person you have in mind.
The Critical Thinker
Developing expertise, precision, multiplying organizational knowledge.
“This will deepen your expertise in X and give you a chance to hone your analytical skills.”
The Relator
Leading and empowering others, building community, developing people.
“This role gives you the opportunity to mentor others and build something together.”
The Visionary
Making a lasting impact, connecting to purpose and mission.
“This work connects directly to our department’s long-term direction. Your vision could shape it.”
The Warrior
Achieving outcomes, making progress, moving things forward.
“Your ability to execute is exactly what this project needs to move from idea to reality.”
Plan Your Delegation Conversation
Fill this in before you sit down with them, and bring it to the conversation. The planner is on page 3 of the PDF.
The task or responsibility
Be specific. What exactly are you handing over?
The person
Who is it, and why them? What makes this the right stretch for them right now?
The outcome
What does success look like? Be clear about what you expect — and what you do not.
The timeline
Final deadline, plus any check-in points along the way. Allow for it taking longer than it would take you.
How I will support them
What skills, information, connections, or resources will they need from you?
How and when I will follow up
Feedback during and after. This is the step most chairs skip.
Remember: you are not just clearing your plate.
You are developing someone.
© Academic Impressions · The Power of Delegation as Department Chair