What “Done” Should Mean Before You Delegate

Delegation becomes expensive when “done” means something different to the person assigning the work and the person delivering it. One person means “drafted.” The other means “approved, sent, and accepted.” Both can work hard and still disappoint each other.

Before handing off consequential work, define the finish line in observable terms. The goal is not to supervise every move. It is to make the intended outcome and the authority boundary clear enough that both people can recognize completion.

Name the outcome, not only the activity

“Research three vendors” describes an activity. “Prepare a comparison of three vendors against our budget, data-handling requirements, and launch date for my review Friday” describes a usable outcome.

The second version tells the delegate what the research must help you decide. It also makes clear that preparing the comparison does not authorize selecting or purchasing a vendor.

Define the completion state

Use a state that matches the actual promise:

• Prepared: ready for review but not approved.
• Approved: accepted by the person with authority.
• Sent: transmitted to the intended recipient.
• Delivered: confirmed to have reached its destination.
• Accepted: the recipient agreed that the outcome satisfies the commitment.
• Reconciled: the result, evidence, and any next commitment were recorded.

Not every assignment needs every state. A draft may be complete at prepared. A customer handoff may require delivery and acceptance. The right definition depends on the consequence.

Make authority explicit

State what the delegate may decide, what they may prepare, and what requires your approval. This matters whenever the work can affect money, publication, customer promises, access, legal terms, or reputation.

For example: “You may gather quotes and recommend one option. Do not sign, purchase, or promise a start date.” The boundary is part of the assignment, not a separate warning the delegate must remember.

Describe acceptable evidence

Ask what you need to inspect before accepting the work. Evidence might be a link to the draft, a comparison with source URLs, a delivery receipt, a screenshot of the completed configuration, or confirmation from the recipient.

Evidence should prove the outcome you requested. A message saying “done” is a status report. It is not evidence that the file was correct, the setting persisted, or the customer received the result.

Agree on exceptions before they happen

Tell the delegate when to stop and ask. A useful exception rule might be: “If the price exceeds the approved range, the vendor changes its terms, or the requested access is broader than expected, return with the evidence and wait.”

This gives the delegate room to work inside the assignment without forcing them to improvise authority at the edge.

Use a short delegation brief

Before handing off the next consequential assignment, write five lines:

1. The outcome and why it matters.
2. The completion state.
3. What may be decided or executed.
4. What evidence must return.
5. Which exceptions require a stop and review.

That brief belongs in commitment management: keeping the promise, authority, work state, and evidence connected from assignment through reconciliation.

What we are exploring with Orabuena

Orabuena is in private research and product discovery. We are exploring how delegated work can be prepared and tracked without allowing an assistant to quietly expand its authority or declare success without evidence. This is an operating practice and product direction, not a generally available capability.

If “done” keeps creating rework in your business, show us one assignment whose finish line was unclear. Research participation is separate from product-update emails, a Founding 20 application, and any future purchase.