# Delegating Assigning [[responsibility]] to someone else and [[trust|entrusting]] them with the [[authority]] to complete a job or [[task]] as well as you could do it yourself. Delegating allows leaders to [[focus]] on their own tasks and utilize their [[team]] members’ strengths. --- %% I want to [[on building a team|build a team]]. Therefore, delegating is something that will come to me. It’s already something I’m doing with [[FullFilm]]. %% ## Links [[ask to rephrase tasks]] [[delegated tasks must be time-consuming and well-defined]] ## References ### Track the handoff. If you do delegate an action to someone else, and if you care at all whether something happens as a result, you’ll need to track it. ([[David Allen]], [[Allen2015GTD]]) Note: How to do this in Obsidian or Asana? As of right now, I don’t have the need. ### People are smarter than you think. It’s amazing how someone’s IQ seems to double as soon as you give them [[responsibility]] and indicate that you [[trust]] them. ... People are smarter than you think. Give them a chance to prove themselves. (Timothy Ferriss, [[Ferriss2011FourHour]]) ### It’s not about somebody else doing »your work«. As usually presented, delegation makes little sense. If it means that somebody else ought to do part of “my work,” it is wrong. One is paid for doing one’s own [[work]]. And if it implies, as the usual sermon does, that the laziest manager is the best manager, it is not only nonsense; it is immoral. (Peter F. Drucker, [[The Effective Executive]])