The two most common traps for a manager look identical: "it's easier to just do it myself." In one case — because explaining takes longer than doing it. In the other — because they've already tried delegating it a few times and the result was disappointing.
In both cases the manager stays overloaded. The team works below its potential. And the company pays for its managers doing the work instead of managing it.
The «Setting Tasks and Delegating Authority» training is a practical program after which managers know how to set tasks so they actually get done, and delegate so they don’t have to redo the work.
Why tasks don’t get done and delegation doesn’t work
Most problems with a team’s follow-through aren’t problems with the team. They’re problems with how the manager sets the task.
When a task is set unclearly, the employee does what they understood. Or whatever’s convenient. When a manager doesn’t take into account who they’re setting the task for — a newcomer, a veteran, a motivated person, someone who’s burned out — they give the same briefing to different people and then wonder why the results are different.
It’s the same story with delegation. The manager hands off a task — and either keeps controlling everything themselves (so why delegate it at all?), or lets go entirely and gets back a result that has to be redone. Both scenarios kill any desire to delegate at all.
The result: the manager is stuck doing operational work. Strategic tasks sit waiting. The team doesn’t develop. Scaling becomes impossible.
Managers whose employees "do the wrong thing" — even though the task seemed to have been explained clearly. The problem is usually in exactly how the task was set
Managers who don't delegate — because "it's faster to do it myself" or "I'll have to redo it anyway." This isn't a question of trust, it's a question of technique
Managers who tried delegating and were disappointed — the task was handed off, the authority formally exists, but there's no result. It's important to understand at which step the process broke down
Companies that are scaling or moving to a new level — when a handful of managers can no longer carry everything themselves, and management needs to be built through the team instead
What's included in the program
- Module 1 — Setting the Task
- Module 2 — Delegating Authority from A to Z
The hardest moment in any training isn’t the session itself — it’s the first week afterward. The tools have been handed over, but the very first real situation doesn’t go according to the textbook: an employee won’t accept the delegated task, pushes back, does the wrong thing — and it’s not clear exactly what went wrong or where the technique broke down.
That’s exactly what the support is for. After the training, a shared chat is set up with the trainer and all the participants. The trainer reviews real delegation cases, answers questions live, and shares additional materials. Participants can bring their own situation and get it reviewed — not «go read chapter 5,» but a concrete answer from someone who knows the methodology from the inside.
It’s a safety net for the period when the new tools haven’t become habit yet.
1
A shared chat with the trainer and participants
At least 4 delegation case reviews from the trainer
Real-time answers to questions and analysis of participants’ difficult situations
Additional materials
The program's lead trainer
Александр Паньков
Co-Founder компании A.maze.S
Managers stop having to redo work — tasks are set more precisely, employees understand what's expected, and the result matches what's actually needed
The load on managers drops: tasks that used to stay "with the manager" get handed off to the team with a managed result
The team starts to grow: when a manager delegates correctly, employees take on more responsibility and develop
Managers free up time for strategic work — not because "you have to trust people," but because they know how to build management through the team
The number of conflicts and misunderstandings drops: clear task-setting removes most of the "I thought you meant something else" situations
Preparation
- We finalize the brief with the client
- The trainer conducts short interviews with participants — to work with the company’s real situations, not abstract case studies
Group
Up to 20 people per group
Modules
Each module runs for 6 clock hours.
Modules can be booked separately or together.
Booking the full program comes with support included for free.
Offline
In this format, the program runs for 2 consecutive days.
The training is held on the client’s premises.
Online
The training can run over 2 or 4 days (in short sessions). There can be breaks between sessions.
The training runs over Zoom, with cameras and microphones on, so participants can practice the tools hands-on.
Ready to discuss a program for your management team?
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