Feedback and reviews for your own people. Hiring, firing and pay decisions. The direction of the team. The two or three client relationships that would hurt most to lose. Crises while they are crises. Anything confidential. And anything your own boss asked you to do personally. Everything else is a candidate, and the list of candidates is longer than most managers think.
Seven things to keep
1. Feedback to your people. They report to you. A review passed through someone else lands as a message that you did not care enough to say it.
2. Hiring, firing and pay. Others can help. The decision is yours.
3. Direction. What the team is for and what it does next. Delegate the plan's pieces, not the plan.
4. Key client relationships. The two or three accounts where the person matters more than the process.
5. Crises, while they are crises. Once it is stable, hand over the clean-up.
6. Confidential matters. Pay, personal situations, deals not yet announced.
7. Personal requests from above. If your boss asked you by name, do it by name.
The test
Would this go badly if someone else did it at 70 percent of my standard? For the seven above, yes. For the weekly report, the first draft of the proposal, the supplier call and the scheduling, no. Those are the 80 percent you should be handing over.
The mistake in the other direction
Keeping tasks because you are fast at them, or because you like them. Neither is a reason. Being the only person who can run the report is a risk to the team, not a strength.
Where M-Tracker fits
The seven things to keep are mostly about judgment and relationships. The things to delegate are mostly about producing work to a standard, and that is what M-Tracker supports. Each delegated task has a brief with your standard written in. When the work is sent, M-Tracker compares it with the brief and writes a plain review the person sees first. Your standard travels without you.
Try M-Tracker free14-day trial. No credit card. No employee surveillance.
Questions people ask
Should I delegate my own development?
No. Nobody else will prioritize it.
Can I delegate a one-to-one?
Not the regular one. A skills session with an expert, yes.
What about tasks I'm uniquely good at?
If someone else could reach 70 percent, delegate them. Unique skill in a routine task is a bottleneck.
Work you can trust, without redoing it.
Your team gets feedback before work reaches you, or your client.
Copyright © 2020 – 2026 M-Tracker. All Rights Reserved. Privacy Policy