We have all heard about ‘the art of delegation’, and to master it takes practice. Lindsay Taylor, Co-Founder & Director at Your Excellency Ltd takes inspiration from her award-winning book “A-Z Pearls of Wisdom for Executive PAs” in her step-by-step guide.
Delegation rarely takes centre stage when we talk about team success, but it should. It is an important technique for managing your time, developing yourself and your team and getting the best from everyone. Like any technique, effective delegation takes practice.
Why don’t people delegate?
I’ll admit it: I haven’t always delegated when I should. That little voice in my head says, “I know how to do this. It’s quicker to do it myself, and someone else might not do it my way.” Sound familiar?
The problem is that doing everything yourself may feel quicker, but it can limit both your time and your team’s development. Delegation gives you the opportunity to focus on higher-priority work while helping others build their skills and confidence. Delegation and development go hand in hand.
When should you delegate?
Start by asking a few simple questions. Is this something only I can do, perhaps because it involves confidential or sensitive information? Could someone else complete it? Does it offer a useful development opportunity? Is it a recurring task? Will delegating it now save me time later?
Remember to think long term. Delegating may take extra time initially because you need to explain the task, answer questions and check progress. However, that investment can pay off by creating a more capable and independent team.
Who should you delegate to?
Think about the person, not just the task. What skills, knowledge and experience do they already have? Will they need training? What is their current workload? How independently do they like to work, and what motivates them? Matching the task to the individual enhances the chance of success.
How should you delegate?
First, be clear about the outcome you need. Then involve the person in agreeing what needs to be done and how they will approach it. Communicate clearly the level of responsibility and authority they have, when you expect updates, and that you are available for questions.
Most importantly, focus on the result rather than insisting everything is done your way. Someone may approach a task differently and still achieve an excellent outcome. Encourage people to suggest solutions rather than simply giving them answers.
Agree deadlines, build in review points and provide constructive feedback, praise and recognition. Give people enough space to use their abilities, while still offering appropriate support and monitoring.
Finally, don’t accept work that falls below the required standard. Feedback should help people understand what needs to improve and, importantly, how they can improve it.
Effective delegation is not about giving away work. It is about using time wisely, building capability and creating a stronger, more confident team. Done well, delegation benefits everyone. It also creates opportunities for people to take ownership, build confidence and prepare for taking on new responsibilities.
For more advice and professional development resources for PAs and EAs, visit Your Excellency, which offers training and development programmes to help assistants build their skills and progress in their careers.
The article was first published in PA Life magazine’s Winter 2026 Issue.
