Delegation at executive level

By Dr Ann Hutchison

It seems to me that one of the secret sauces of success at executive level is the ability to intelligently delegate — That is, to know where your precious time is best spent, and to successfully not involve your time in other activities that your direct reports are better suited to.

Yet, delegation is tricky. To what extent should a senior executive operate at altitude as opposed to execution? It’s a tension; and, like many matters, the answer depends on the unique circumstances.

For those executives reading this, I would love to hear how you find it. Is delegation a skill that is taking you time to hone?

My favourite resource on delegation is an article that was published in the Harvard Business Review last year: ‘Why Aren’t I better at Delegating? by Elspeth Johnson¹.

Johnson argues that a key to successful delegation is to examine a given task and determine which category of work it falls into, of two options:

(a) Context-setting work, or

(b) Activity-based work

Those two categories will be revisited shortly. But according to Johnson, executives should fight to focus their time primarily on that first category: context-setting. That is what they’re being paid for, and that is what will lead to the success of their strategic projects.

An executive’s direct reports will entice them to move back into the details of activity-based work. And, often, so might their own boss, the chief executive. This requires active forethought and some firmness on the executive’s part to hold their ground.

Here’s how Johnson defined those two types of work:

“Context setting work includes explaining why the work needs to be done (following an organisational strategy, entering a new market, onboarding a client, or investing in a project, for example); the results the person or group is expected to deliver; the deadline for the work; and how people should behave (with one another, other colleagues, clients, and others) to get it done.” _{(Johnson, 2025, p. 137)}.

“By contract, activity-based work — including making decisions about what work to do to achieve the company’s or team’s goals — should be your team members’ responsibility. That’s because their time costs less than yours, they typically have more on-the-ground insight to drive good choices, and they’ll be motivated to do the job well when given autonomy and accountability.” _{(Johnson, 2025, p. 137).}

Johnson’s article goes on to give plenty of ideas and strategies. It’s a great article, and well worth reading.

There’s much more to this topic. But, for now, when you look at any given task on any given day, take a moment: ask yourself, “is this context-setting work?” And go from there.

All the best with your delegation adventures!

Ann

1

1. Johnson, E. (2025). Why aren’t I better at delegating? Harvard Business Review, September-October, pages 135-139.