Deciding what to delegate is a matter of frequency and complexity.

A matrix of simple/complex, and frequency suggests delegation priorities:

  • Simple and frequent tasks are good to delegate to other leaders or individual contributors.
  • Simple and infrequent tasks should just be done.
  • Complex and frequent tasks can be delegated with careful attention.
  • Complex and infrequent tasks can be delegated as a training opportunity for other budding leaders.


  1. Camille Fournier, The Manager’s Path: A Guide for Tech Leaders Navigating Growth and Change, ed. Laurel Ruma, First Edition (Beijing: O’Reilly, 2017). (See notes.)