DelegationOussama Ammar
Explain the problem and the outcome
Give people the purpose, constraints, and authority they need to solve the assigned problem.
A task list can describe activity without explaining why it matters. The person may complete every item while missing the desired result. Begin with the problem and the condition that good work should create.
Explain the available resources and important limits. Agree which decisions the person can make and which ones require discussion. Then give them room to propose and carry out a method.
Adjust support to experience with this particular work. A senior person can be new to one domain. A junior person can have strong capability in another. A title alone does not tell you how much guidance is useful.
Avoid both abandonment and constant control. Too little support leaves confusion unresolved. Too much control removes judgment and initiative. The right relationship should help the person become more capable over time.
Make private judgment teachable
Let the person observe real work. Afterward, discuss the decisions. Explain what you noticed, what you expected, and why you selected one response instead of another.
Ask what they thought you would do. Their answer reveals the parts that remain unclear. It may also reveal an alternative worth considering.
Record the knowledge that others will need. A founder who handles every sale without documenting the method creates a limit that hiring alone cannot remove. The company must transfer reasoning as well as a list of steps.
Use examples from actual work. They contain the exceptions and tradeoffs that a polished description can miss. The aim is useful understanding, not memorization of the founder’s preferred words.