It's your final decision but I will attempt to shape the outcome as I'm giving up the ownership to you but not letting go all the way...
Whether this is a coaching or mentoring conversation, this is the toughest kind of delegation. Like letting a teen set their own curfew, it's a balance of trust, boundaries and communication.
If you're the person letting go of ownership, be clear:
- Which decisions do /do not remain with you
- How often you would like updates and in what format
- What you will both do if you (the person letting go) do not feel comfortable with a decision for which you relinquished ownership
- What you expect if you (the person letting go) are perceived to be moving back to Level 2 type oversight
- How you will evaluate the process once the job is complete
Delegation is both a compliment to another's abilities and a test of their own leadership. It is hard for someone to be judged by how well their team or partner does while letting go of directly managing the activities. Positive results are a compliment to both parties. Negative results can be a test of real leadership - not in retaking of the reins but in providing "air cover," a second chance and an acceptance of risk.
Absolute control is rarely the best answer. It's sometimes the only answer a person knows; that's why delegation is a learned skill.