Imagine a child who needs to learn how to walk and if you constantly hold their hands, guide every step, and never allow them to fall and get back up in a safe environment, they may eventually learn to walk—but they will never develop the confidence to walk independently.

This simple example reflects exactly how delegation works for newcomers in the workplace. They must face real situations, stumble at times, and rise again to build the confidence needed to manage future challenges. But how can we place a newcomer in such a position, and what should the conditions of this trial-and-error process be?

Returning to the child-learning-to-walk analogy, we must first ask: Why must the child learn to walk? Is it merely to satisfy a developmental milestone or to ease the parent’s concerns—or is it to prepare the child for an independent future and the needs that come with it?

In the same way, we should always ask: What is the purpose of delegation?
Is it simply to hand over a defined portion of work and free managers from details, or is it to develop individuals who can lead in the future?

Once the purpose is clear, the method of delegation must follow logically.

1. The Situation

The “situation” refers to creating an experimental opportunity in which potential failure does not harm the core workflow. The more autonomy this situation offers—despite being small—the greater the potential for growth.

Returning to the walking example, which scenario offers more room for development:
a child taking steps alone in a safe room, or holding their hand during a long walk down the street?

Consider a newcomer in the front office of a hotel. Handling the full check-in process of a group of guests can be a safe project for building confidence and independence. It provides a real experience while posing limited and manageable risk.

2. Assessment

Placing the child in a suitable situation is not enough; you must also be able to observe and measure their progress. Delegation works the same way. If you cannot assess performance in the assigned situation, you cannot accurately understand strengths and weaknesses.

In the hotel example, the Front Office Manager should oversee the entire process with minimal intervention. They are in the best position to evaluate performance across key steps such as greeting, confirming reservations, verifying guest lists, collecting documents, providing information, and finally delivering keys and completing registration.

3. Feedback

Without appropriate feedback, the first two steps become nothing more than routine tasks rather than a managerial approach. As the manager, you must review both strengths and weaknesses with the participant once the project is complete.

The newcomer should clearly understand the moments of hesitation, the areas requiring more confidence, or the points where additional knowledge is needed.

This session becomes even more valuable when the employee shares their own perspectives. They may have encountered questions or situations during the project that you can answer—or that may spark new ideas and solutions for improving the workflow.

A process that remains unchanged over time is not proof of its efficiency.

The main purpose of this conversation is to build confidence, encourage growth, and strengthen the desire to learn. Harsh criticism, excessive focus on details, or a blaming tone will only increase stress in future situations.

Because in the end: The purpose of delegation is to develop future leaders, not simply to reduce the workload of current managers.

Dariush Alagha is a freelance journalist and blogger specializing in the hotel industry. He has published over 100 notes, articles, and interviews in Iranian hotel and tourism magazines, all in Farsi. Since 2014, he has also been working hands-on in the Italian hospitality sector, bringing practical experience to his writing and insights.

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