Delegate to the Expert
Delegate outcomes to a senior expert without over-prescribing the method.
Senior experts do not need less clarity; they need different clarity. What to give Give intent, success evidence, constraints, decision criteria, and stakeholder context. These are the inputs an expert uses to choose a better route than the manager could prescribe. What to avoid Avoid smuggling your preferred solution into the assignment. A list of implementation ideas can sound like authority even when you meant it as context. If you include ideas, label them as hypotheses, not instructions. The expert-level contract Use: Own the outcome of [condition]. Success means [evidence]. Optimize for [criteria]. Stay inside [constraints]. You choose the technical…
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