Delegation is the easiest part of the “Management Trinity” to roll out, because you can (almost) start delegating right away. We recommend that you build your relationships first, but you can move somewhat quickly.

There is one problem with delegating earlier in the rollout process than at the end of the process. If you delegate before you've rolled out feedback and coaching, you won't have those tools at your disposal if you need them in order to help the direct to whom you've delegated responsibilities.

If you've chosen to wait until after you've rolled out the other three tools, roll out delegation in the same way. Schedule some time in your staff meeting—30 minutes is fine. Walk them through the Delegation Model, just as you have done with the other models.

Explain that you're going to start slowly and that you will choose whom to delegate to based on what the direct is good at, likes, wants, and needs to do in terms of performance and goals. Remind them again that when you ask them to accept the delegation, it's okay to say no.

If you want to build the capabilities of your team, you don't need to send them to a lot of training sessions. Just ask them to step up by pushing some work down. Your best team members will relish the challenge.