We just wrapped up a leadership training in Sydney with a fantastic tech team, and one of the most thought-provoking discussions was around Delegating Ownership—a concept grounded in the Situational Leadership® model.

It’s a reminder that leadership isn’t just about handing out tasks—it’s about knowing when and how to pass the baton so your people can grow. And the truth is, not every team member needs (or wants) the same level of guidance.

The Situational Leadership® Lens

Situational Leadership® asks leaders to consider two factors before deciding how much ownership to give:

  1. Competence – Can they do it?

  2. Commitment – Are they motivated and confident?

From there, you adjust your style:

  • Telling – Provide clear, direct instructions for those still learning the ropes.

  • Selling – Explain the “why” while guiding the “how” for those gaining capability but needing buy-in.

  • Participating – Collaborate and encourage input when they have the skills but may need confidence.

  • Delegating – Fully hand over responsibility when they’re ready to run with it.

It’s not static—it’s a dynamic, person-by-person, task-by-task approach.

Going Beyond “Offloading”

Delegation isn’t about lightening your own load. Done well, it’s a powerful development tool. In our session, we zoomed in on delegating special projects—the ones that stretch capability, grow confidence, and prepare people for bigger roles.

We unpacked:

  • What real ownership looks like

  • How to set expectations without micromanaging

  • Staying accessible without hovering

  • Giving feedback at the right time and in the right way

The result? Leaders walked away with practical tools they could use immediately to build both trust and results.

Action Items for Team Leaders

If you’re leading a team, here are five things you can do this week to delegate more effectively:

  1. Assess Readiness – For each task, consider competence and commitment before deciding your approach.

  2. Match Your Style to the Situation – Flex between telling, selling, participating, and delegating based on the person and task.

  3. Be Clear on Outcomes – Explain exactly what success looks like, then give space for people to get there their way.

  4. Check In, Don’t Hover – Agree on touchpoints upfront rather than constantly looking over their shoulder.

  5. Use Delegation for Development – Identify at least one project this month that can stretch a team member’s skills and confidence.

When you delegate with intention, you’re not just moving work—you’re growing capability.

If your leaders or managers could benefit from learning how to apply Situational Leadership® in real-world scenarios, let’s talk. This approach transforms delegation from a task transfer into a growth accelerator.

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