Over many years of coaching our clients, one critical skill that’s come up time and time again is the one of delegation.

We usually find that the leaders we coach need to address this when they either need to find more time in their role as a leader and therefore delegating is a great way of doing this, or when a leader needs to improve how they delegate.

Either way, delegation is a critical aspect of effective leadership, but not all delegation is created equal. In his book The 7 Habits of Highly Effective People, Stephen Covey introduces the concept of stewardship delegation, which goes beyond merely assigning tasks. It focuses on delegating responsibility for outcomes rather than simply instructing someone on how to perform specific tasks. This results-oriented approach has distinct benefits for both the person delegating (the delegator) and the person being delegated to (the delegate). It fosters mutual trust, autonomy, and accountability, which ultimately leads to greater efficiency and team development.

This article explores the structure of Stephen Covey’s stewardship delegation model and the unique benefits it offers to both parties involved in the delegation process. In our coaching we work with leaders to implement Stephen Covey’s stewardship delegation model amongst their direct repots.

What is Stewardship Delegation?

Stewardship delegation is a model that emphasizes delegating outcomes and results rather than micromanaging the steps or tasks involved in a process. In this model, the delegator outlines the desired results, establishes some guidelines, provides resources, defines the accountability framework, and explains the consequences for achieving or failing to meet the goals.

This approach contrasts with “gofer delegation,” where a manager simply tells someone what to do, step-by-step, and expects them to follow instructions precisely. Stewardship delegation instead encourages individuals to take ownership, exercise creativity, and use their discretion to achieve the agreed-upon result.

Structure of Stephen Covey’s Stewardship Delegation Model

The stewardship delegation model consists of five essential elements that create a framework for effective delegation. Let’s break down these elements and understand how they benefit both the delegator and the delegate.

1. Desired Results

The first step in stewardship delegation is for the delegator to define the desired results clearly. This means outlining the specific outcomes expected, including deadlines and quality standards. Both parties need to be aligned on what success looks like, ensuring that the delegate fully understands the end goal.

• Benefit to the Delegator: Clearly defined results reduce ambiguity and prevent miscommunication. The delegator knows exactly what to expect and can step back with confidence, knowing that the delegate understands the end goal.

• Benefit to the Delegate: The clarity of the desired result empowers the delegate to take ownership of the outcome. They know exactly what they need to achieve and can use their creativity and initiative to figure out how to get there.

2. Guidelines

After the desired results are established, the delegator sets guidelines that outline the rules and boundaries within which the delegate must operate. These guidelines offer enough freedom to encourage autonomy but ensure that certain parameters (e.g., budget constraints, deadlines, or company policies) are respected.

• Benefit to the Delegator: Guidelines provide peace of mind. The delegator can trust that while the delegate has freedom in their approach, they will not stray too far from the organization’s requirements or standards.

• Benefit to the Delegate: Having guidelines reduces the risk of mistakes or missteps. The delegate can confidently work within the framework provided, knowing that they are still on track to meet expectations. It also encourages innovation within safe boundaries.

3. Resources

The delegator provides the necessary resources to ensure the delegate has what they need to succeed. This can include training, tools, access to data, or human resources. Essentially, the delegator ensures that no barriers stand in the way of the delegate achieving the desired result.

• Benefit to the Delegator: By offering resources, the delegator reduces the need for constant supervision. They know the delegate has the tools and support they need to deliver, thus freeing the delegator’s time for other responsibilities.

• Benefit to the Delegate: Access to the right resources helps the delegate feel supported and set up for success. It shows that the delegator is invested in their ability to deliver, which boosts confidence and morale.

4. Accountability

In stewardship delegation, both the delegator and delegate agree on how accountability will be measured. This typically involves regular check-ins or progress reports to ensure the project is on track. The goal of accountability is not micromanagement but rather keeping communication open and ensuring alignment.

• Benefit to the Delegator: Accountability gives the delegator visibility into the project’s progress without needing to control every detail. It allows for course correction if needed, without stepping in too late in the process.

• Benefit to the Delegate: Regular accountability checkpoints provide the delegate with an opportunity to showcase progress, ask for feedback, or get guidance if they encounter challenges. It creates a collaborative environment, rather than a “sink or swim” scenario.

5. Consequences

Finally, both parties must agree on the consequences for success or failure. These can be positive, such as rewards, recognition, or more responsibility if the desired results are achieved. Alternatively, there may be negative consequences if the goals are not met, such as additional work or decreased trust in the future.

• Benefit to the Delegator: Consequences give the delegator leverage to ensure that the delegate remains motivated and focused. Positive consequences help reinforce successful delegation, while negative consequences serve as a learning opportunity for the delegate if they fall short.

• Benefit to the Delegate: Knowing the consequences upfront clarifies expectations and provides an incentive to perform well. The potential for positive outcomes, like career advancement or increased trust, can be highly motivating.

Benefits of Stewardship Delegation for the Delegator 

1. More Time for Strategic Thinking

By delegating outcomes rather than tasks, the delegator can step back from micromanagement and focus on higher-level strategic activities. Since the delegate is responsible for figuring out the “how,” the delegator has more bandwidth to focus on big-picture decisions and long-term goals.

2. Development of Trust

Stewardship delegation fosters trust between the delegator and delegate. When leaders trust their team members to achieve results, it strengthens relationships and builds a collaborative culture. This trust, once established, leads to improved morale, better performance, and enhanced team cohesion.

3. Empowered Team Members

A delegator who uses stewardship delegation creates empowered team members who are capable of handling complex tasks. Over time, this reduces the need for the leader to be involved in every minor decision, allowing them to focus on leading the organization more effectively.

4. Improved Decision-Making

Because stewardship delegation requires the delegator to clearly define outcomes and guidelines, it forces the delegator to think through decisions more carefully. This clarity of thought improves decision-making and ensures that all parties are aligned on expectations.

Benefits of Stewardship Delegation for the Delegate

1. Increased Autonomy

The delegate gains autonomy and control over how they complete their work. This sense of independence encourages creativity and innovation, as the delegate can explore different approaches to meet the goal without being confined to specific instructions.

2. Skill Development

Being responsible for outcomes helps the delegate develop critical thinking, problem-solving, and leadership skills. They learn to manage resources, time, and challenges on their own, which prepares them for more complex roles in the future.

3. Ownership and Accountability

Since the delegate is accountable for the final outcome, they are more likely to take ownership of their work. This sense of ownership boosts motivation and encourages them to invest in the project’s success. It also helps them learn from their mistakes if things don’t go as planned.

4. Enhanced Trust and Recognition

When delegates successfully deliver results, it leads to increased trust and recognition from the leader. This trust can translate into more responsibility, career advancement, and personal growth opportunities in the future.

In Summary

Stephen Covey’s stewardship delegation model is a powerful tool for fostering mutual trust, accountability, and growth. By focusing on outcomes rather than tasks, it benefits both the delegator and the delegate in profound ways. The delegator gains more time, develops empowered team members, and builds a culture of trust, while the delegate enjoys increased autonomy, skill development, and a greater sense of ownership. Ultimately, stewardship delegation creates a more collaborative, productive, and motivated team environment, driving better results for the entire organization.

At Global Coach Group UK (GCG UK), we specialise in coaching managers to develop these crucial leadership skills and create a stronger organisation.  For more information on how GCG UK can assist your leaders visit our Leadership Coaching page. Connect with our network of over 4,000 exceptional coaches to begin your leaders’ journey towards confident and effective leadership today.