From Task Delegation to True Empowerment: How to Step Back and Build Leaders

In my last article, I explored why empowerment is crucial for building trust—and why many leaders struggle to let go. But understanding why empowerment matters is only half the battle. The harder part is actually doing it.

So let’s move from theory to practice. How do you empower your team in a way that builds confidence, accountability, and leadership—without creating chaos?

The answer isn’t just delegating tasks. True empowerment means sharing decision-making power, ensuring your team can operate without you, and ultimately creating leaders at every level.

The Vacation Test: Are You Truly Empowering?

Think about your last real vacation—two or three weeks fully disconnected from work, with all work-related apps (Outlook, Teams, Slack) deleted or ignored on your phone.

• If you’ve never done this, you might be delegating tasks but still holding on to final decisions.
• If you do take extended breaks without issues, you’ve likely built a truly empowered team.
• If you still check emails “just in case,” it’s a sign that your team depends on you for key decisions.

The ultimate test of empowerment isn’t what happens when you’re there—it’s what happens when you’re not.

In every role I’ve taken on, I’ve challenged myself to reach a point where I can fully disconnect—no email, no chat, no texts—within a year. Along the way, I set checkpoints to gauge progress, gradually stepping back while ensuring the team is thriving.

By the time I take my first real vacation in a new role, I tell my team: “If there’s a true emergency, you can reach me.” Yet, in all these years, no one ever has.

Now, as I near my first year leading the SQL Server Drivers team, this coming summer break will be another litmus test.

Task Delegation vs. Decision-Making vs. True Empowerment

Many managers believe they’re empowering their teams simply by delegating tasks. But task delegation alone isn’t empowerment.

1. Task Delegation (Basic Assignment) You assign someone a task, but you still make the final decision.
2. Decision-Making Delegation (Partial Authority) They can decide certain aspects within boundaries, but ultimately report back for approval.
3. Empowerment (Full Ownership) They have both responsibility and authority—no need to seek your approval at every turn.

Ask yourself:

1. “Can they make meaningful decisions without me?”
2. “Do they need my sign-off before moving forward?”
3. “Am I still the bottleneck?”

If the answer to any of these is “yes,” you may still be at the task delegation level rather than fostering real empowerment.

The Delegation Trap: Why Some Managers Struggle to Empower

New managers typically start with task delegation—and that’s normal. There’s a learning curve to leadership. But some remain stuck in “task-only” mode and never transition to full empowerment.

• The result? They become a bottleneck, making it impossible for the team to operate independently.
• The alternative? Those who learn to empower their teams effectively often grow into higher leadership roles.

A Quick Stat on Manager Impact

According to a Gallup article, managers account for at least 70% of the variance in employee engagement. This underscores how pivotal a manager’s approach to delegation and empowerment can be.

What About Team Members Who Resist Empowerment?

Interestingly, some people actively avoid empowerment. They may fear failing or come from environments where stepping up was discouraged. To combat this, I tell new hires:

“Everyone gets at least one ‘good mistake’ in the first six months—something from which you’ll learn and improve.”

I also share my own past mistakes and the lessons I’ve learned, showing that even leaders stumble. This helps establish psychological safety from day one: we don’t just allow mistakes, we expect them as part of healthy growth.

That small nudge—and a bit of personal vulnerability—helps them understand that it’s safe to try, stumble, and come out stronger on the other side.

And if you find yourself with too many team members resistant to empowerment, take a look at your hiring practices. Ensuring diversity in hiring naturally brings in people with a mix of perspectives, adaptability, and initiative. Hire with intention, and I promise—you won’t have this problem.

The 7 Levels of Delegation (Adapted from Jurgen Appelo)

Not every decision should be handed off blindly. The key is recognizing which level of delegation is appropriate for each situation. Consider these seven “levels”:

1. Tell – “Do this.”
2. Sell – “Here’s why we’re doing it my way.”
3. Consult – “Share your input; I’ll make the final call.”
4. Agree – “Let’s decide together.”
5. Advise – “You decide, but here’s my advice.”
6. Inquire – “You decide, then let me know how it went.”
7. Delegate – “You’re fully in charge—go for it.”

Note: You don’t have to skip to Level 7 in every scenario, especially when the stakes are high or a team member is still ramping up.

However, it’s not about using just Level 7 all the time. Some situations require direct leadership:

When "Tell" Mode is Necessary

Even in an empowered culture, sometimes direct instruction is required:

Compliance & Regulations – Security, legal, and industry standards require strict adherence. Cultural Non-Negotiables – Engineering principles like "We write tests for all code" or "We do blameless postmortems" need reinforcement.

Be mindful of when you’re operating at Level 1, 2, or 3. If you never move beyond them, your team won’t develop real ownership, and you won’t be able to successfully build new leadership

Practicing Empowerment: Building Confidence Before You Fully Step Away

Empowerment is a muscle you build over time. If you’re unsure whether your team is ready, test the waters in controlled ways:

1. Shadow Leadership

• Let a team member lead a meeting while you observe.
• Provide real-time feedback (as needed) in a constructive way.
• Debrief afterward: What went well? What would you do differently next time?

2. Selective Absence

• Intentionally skip a routine meeting.
• Review the outcomes or notes later to see how they handled decisions.
• If they did well, grant more autonomy next time.

3. Crisis Simulation & Passive Monitoring

• During a "crisis" or tight deadline, ask someone else to take the lead while you monitor quietly.
• Step in only if necessary—give them room to own the solution.
• Over time, shift from active intervention to advisory coaching.

Why It All Matters

1. Empowered Teams = Accountable Teams If people are only executing instructions, it’s tough to hold them accountable for real outcomes. Once they own the decision-making, accountability—and innovation—naturally follow. When people feel truly empowered and own accountability, they are more likely to proactively seek their manager’s advice—without needing to be called in. That shift transforms the dynamic. Instead of constantly checking in, leaders become trusted advisors, and that’s when real growth happens.
2. Growth for Both Sides Empowerment creates new leaders. According to LinkedIn’s 2019 Workforce Learning Report, 94% of employees would stay at a company longer if it invests in their career development. As you empower your team to develop, you free yourself to focus on higher-level strategy.
3. Confidence Over Fear Many teams have ingrained fears: “What if I mess up?” By normalizing that mistakes are learning opportunities, you break down that barrier and unleash creativity.

Most managers delegate tasks. Fewer truly empower.

If you want that stress-free vacation, it’s time to move up the 7 Levels of Delegation. Give your team authority, not just tasks—and watch them step up in ways you never expected.

“Empowerment is letting your people define the how—not just the what—and trusting them to deliver without you hovering.”

So go ahead—delete your email app. You might come back to a team that’s not only surviving without you, but thriving.

And if decisions sometimes don’t pan out as you’d hoped? That’s your chance to mentor, coach, or connect them with the right resources. In most cases, you’ll both grow from the experience. If things do go differently, I’d love to hear about it—every story is another opportunity to learn.

Finally, a question for managers who themselves don’t feel empowered: How can you fully empower your own team if you’re stuck at a lower delegation level?

Consider having a conversation with your manager. Show them this article and ask:

“What level of delegation are we really operating on, and where should it be?”

By opening up that dialogue, you pave the way for genuine empowerment—both for you and those you lead.