Why leaders get stuck
In professional services, leaders often find it hard to let go. Their whole career has rewarded doing the work — technical accuracy, billable hours, client service. Staying hands-on feels safe, natural, and fast.
But when leaders don’t delegate, the costs show quickly: team members don’t grow, the leader is stretched thin, and there’s no time left for bigger-picture strategy.
Delegation isn’t abdication — it’s about being clear on the initiative you expect from others. And that’s where the 5 Levels of Delegation come in.
The 5 Levels of Delegation
Adapted from Stephen Covey’s 5 Levels of Initiative, this model gives leaders a simple way to set expectations. Each level reflects how much initiative the other person should take:
- Wait until told – no initiative, act only when instructed.
- Ask – spot an issue, but always check before acting.
- Recommend – bring the problem and a proposed solution.
- Do it, then report immediately – act, but update straight away.
- Do it, then report routinely – full trust, independent action with regular updates.
This makes delegation explicit. Instead of vague “can you take this on?”, leaders can say “I’d like you to handle this at Level 3.”
Download the Download the 5 Levels of Delegation Toolkit
Why it works
- Clarity – everyone knows the boundaries.
- Trust – team members understand what’s expected.
- Growth – juniors can progress through the levels as they gain experience.
- Flexibility – the same leader may use different levels for different tasks.
Example: a new joiner might draft at Level 2 (“ask before acting”), while a senior associate manages client emails at Level 5.
How HR can help
HR leaders can embed this model to make delegation part of the firm’s culture. Practical steps include:
- Introducing the 5 Levels in leadership programmes.
- Coaching leaders to “name the level” when assigning tasks.
- Spotting patterns — who is stuck at Levels 1–2, and why?
- Recognising leaders who grow capability by moving juniors up.
Reflection checklist for leaders
Ask yourself:
- Which levels do I use most often?
- Do I keep people at Levels 1–2 out of habit?
- Where could I move someone up one level safely?
- Am I clear with my team about which level I expect?
- How much of my week is spent on tasks I could delegate?
Closing thought
Delegation isn’t about letting go completely — it’s about choosing the right level of initiative for the task and the person. The more leaders use this language, the more confident they become in stepping back, freeing space for strategy, and building teams that thrive.
