Tool 5 | Just-in-Time Reference
When Delegation Gets Complicated
Delegation challenges with faculty and staff are among the most complex leadership situations department chairs face. Each scenario requires a thoughtful understanding of the relationship, that trust and rapport have been established, and an intentional approach. Use this guide when things do not go as planned.
Start here — which situation are you facing?
Download the fillable prep sheet
Work through the self-check and draft your opening line in a fillable PDF before the conversation. It carries the full scenario reference with you.
Three Common Challenging Scenarios
Open the one that matches your situation.
- Seek to understand first. Resistance often stems from feeling undervalued, lacking clarity, or holding philosophical disagreements about the task’s importance.
- Initiate a direct, respectful conversation about their concerns before re-asking.
- Clearly articulate the ‘why’ behind the delegation and connect it to their interests, expertise, or professional goals.
- Resistance often diminishes when people see how their contribution supports the department’s broader mission and priorities.
- If resistance continues, distinguish between ‘no, never’ and ‘no, not now.’ Explore whether a modified version of the ask could work.
- Start by acknowledging their workload directly. Name what you see before making an ask.
- Help them prioritize current commitments, explore what can be reassigned, or break larger tasks into smaller, more manageable pieces.
- Sometimes workload rebalancing must come before new delegation can succeed.
- Ask: ‘What would need to come off your plate for this to be realistic?’ Treat that question as part of the conversation, not an obstacle.
- A brief conversation that surfaces competing priorities prevents frustration on both sides.
- This situation requires a careful and deliberate approach. A foundation of trust must exist first.
- Set clear expectations, define what success looks like, and ensure access to necessary resources or training.
- Establish regular check-ins with agreed-upon milestones and deadlines.
- Avoid addressing underperformance by informally redistributing work to others. ‘Roving employees’ erode team morale and accountability.
- Address issues directly while providing appropriate support. Document when needed.
Handling ‘No’ and Negotiating Boundaries
When someone says no, try this:
- Treat no as information, not defiance. Ask: ‘Help me understand what is driving that response.’
- Explore whether the task could be modified, delayed, or supported differently.
- Breaking a large responsibility into smaller components often shifts a no into a ‘yes, if…’
- Be clear about which responsibilities are non-negotiable parts of the role versus where genuine choice exists.
Keeping equity in mind:
- When someone says no to a specific request, explore alternatives: adjust timing, modify scope, or trade responsibilities.
- Be mindful of patterns. Consistently redirecting work to the same people creates new inequities.
- Make workload distribution visible to everyone. Transparency reduces perceptions of favoritism.
- Revisit assignments regularly to assess what is working and where adjustments are needed.
A Quick Self-Check
Before any difficult delegation conversation.
0 of 5 considered
Do I understand what is driving their hesitation or resistance?
Have I communicated the ‘why’ behind this delegation clearly?
Is there a way to modify the ask that might work better for them?
Am I approaching this as a partner — or as an authority assigning work?
What does trust look like in this relationship, and is it strong enough to have this conversation well?
Write your answers in the prep sheet (PDF) — opens the PDF in a new tab
Effective delegation is not about getting to yes every time. It is about building a culture where expectations are clear, contributions are shared, and conversations are honest.
© Academic Impressions · The Power of Delegation as Department Chair