Five modules.
One repeatable system.

The first module establishes a baseline. A structured self-assessment identifies which tasks you have recaptured in the past two weeks, what triggered each recapture, and which of the three core failure patterns was operating. This audit becomes the reference point for the rest of the course.

The module also introduces the concept of the recapture loop and explains why the impulse to take work back is rational in the absence of a reliable system. Understanding the mechanics matters before addressing them.

A repeatable format for transferring task ownership. The protocol covers four components: scope definition, authority transfer, success criteria, and check-in schedule. Each component has a template and worked examples across different task types.

The module pays particular attention to scope definition, because vague scope is the most common precondition for a recapture. When the boundaries of a task are unclear, the manager stays involved by default. Making scope explicit removes that default.

Trust in delegation is built through a sequence of calibrated handoffs. This module maps that sequence for each team member, starting with tasks where the cost of failure is low and the learning opportunity is high. The ladder progresses toward full ownership transfer as the team member demonstrates capacity.

The module also addresses the common mistake of calibrating trust to the person's seniority rather than their demonstrated capacity for a specific type of task. These are different things, and confusing them produces either over-delegation or under-delegation.

The check-in system is the mechanism that makes delegation sustainable. This module builds a lightweight follow-up structure that keeps the manager informed without pulling ownership back. It includes templates for check-in conversations, criteria for identifying when a task is genuinely off track, and language for responding to problems without recapturing the work.

The distinction between informed and involved is central to this module. Managers can remain informed about delegated work without becoming involved in its execution. The check-in system is designed to maintain that distinction.

The final module addresses the part of delegation that systems cannot fully resolve: accepting that a team member's approach and output may differ from your own. This module works through the criteria for distinguishing between outcomes that are genuinely below standard and outcomes that are simply different from how you would have done it.

It also covers how to integrate all five tools into a personal delegation system. The module ends with a full delegation review exercise that uses every framework from the course on a real task you are planning to hand off.