Delegation fails in two directions. Either you hand over tasks and keep all the judgment, so nothing gets easier, or you hand over everything with no context and are surprised by the result.
Delegate the outcome, define the boundaries
Say what done looks like, what constraints exist, when you need it, and what decisions they can make alone. Then leave the method to them. Method is where people find their own way to be good at something, and taking it back is how you end up with an expensive assistant.
- Decisions they own outright — say so explicitly.
- Decisions to flag before acting — a short, specific list.
- A budget or threshold under which they never need to ask.
- A regular check-in so you are not asking for updates ad hoc.
Accept the 80% version
Early work will be worse than yours. If it is 80% as good and improving, that is a success, not a compromise — you have bought back time and they will close the gap. Rewriting their work silently teaches them not to bother trying.
Give feedback in the moment, specifically, on the work rather than the person. "This intro buries the point — lead with the number" is usable. "Be more concise" is not.
Try it
Pick one task you have been reluctant to hand over and write its delegation brief: the outcome, the constraints, the decisions they own, and the deadline. Then hand it over and do not touch it until the check-in.