What to say when your team drops the ball (after you’ve delegated)

Hey there,

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Let’s start straightforward: The way you handle your team's mistakes says more about your leadership than the mistake itself.

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Let’s say you’ve delegated a key task.

You trained them. You handed it off. You trusted it was covered.

And then—something breaks.

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A deadline slips. A client calls frustrated. A process gets ignored.

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And your first instinct might be to fire off quick instructions, expecting things to magically get done.

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Your team isn’t ChatGPT—don’t treat them like they are.

They need context.

They need clarity.

They need leadership.

If the person in front of you is someone you trust—someone you want to keep—the way you respond matters.

Because most people aren’t doing bad work on purpose.
They’re acting on the information, expectations, and context they were given.

And most of the time? That context wasn’t clear enough.

The instructions weren’t clear enough.

The expectations weren’t clear enough.

Here’s how to handle mistakes like a leader, not a firefighter (again):

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1. Ask this before giving feedback

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“If you had to give yourself feedback on this, what would you say?”

This flips the conversation. It’s not you judging them, it’s them reflecting.

And you’ll usually get much more honesty than if you go straight into critique.

(Plus, if they don’t see the issue? That’s your cue to dig into expectations.)

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2. Check the briefing, not just the execution

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There’s a huge difference between:

• “Speak to client X about topics A and B in this tone and set a deadline before next Thursday.”
  vs.
• “Have this client do this asap.”

If you weren’t clear, you can’t expect alignment.
So ask yourself:

Did I actually brief them, or did I just throw it over the fence and hope for the best?

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3. Explore their logic

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Before correcting, understand their decision-making.

“We had agreed on X, and you went with Y. What made you shift paths?”

There’s almost always a reason, and it’s not because they’re lazy or incapable.

They saw something.

They filled a gap.

They interpreted your instructions in their own way.

And the more you explore that process, the better your coaching becomes.

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4. Explain the “why,” not just the “what”

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Telling someone what to change isn’t enough.

You need to show them why that change matters.

“Here’s what we were aiming for and here’s what didn’t land.”

That’s how learning happens.

Not through reprimands. Through reasoning.

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5. Give them space to own the next move

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“Here’s what I’d like to see improved. What’s your game plan to get there?”

They don’t need another lecture.

They need to leave with clarity, direction, and autonomy.

When they create the next step, they own it.

And that’s the difference between short-term correction and long-term growth.

Before that conversation ends, make sure they walk away with:

• A clear idea of what to shift
  
  
• A small, self-proposed action plan
  
  
• A check-in date to review it

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6. Don’t start with correction, start with the PNP

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There’s a reason the positive–negative–positive feedback method is a classic.

It works.

Start by recognizing what they did right: their intention, their commitment, their risk-taking.

“I really appreciate that you tried to go the extra mile here. That kind of initiative is valuable in this company.”

Then move into the gap or issue.

Not to attack, but to clarify:

“Here’s what didn’t land, and here’s why it matters.”

And finally, end by reinforcing your belief in their potential:

“I know you can improve this, and I’m here to help you get there.”

The PNP framework only works if you’re sincere.

Don’t fake the praise. Look closely and find something real.

This structure helps you keep the conversation constructive, so they walk away clearer, not crushed.

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Final reminder: most mistakes are communication problems, not character flaws.

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Your job isn’t to micromanage (as I already mentioned in previous issues.)

Your job is to create an environment where people can think, act, and adjust—without fear.

Because if they mess up once and learn?

That’s a win.

If they mess up again in the same way?

That’s when you reevaluate.

But either way, they’re not ChatGPT.

They’re human.

And leading humans starts with clarity, not control.

Mistakes are inevitable.

But how do you respond to them?

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Still building your team and trying to get delegation right the first time?

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My 1:1 Tailored Scaling Blueprint Calls are still on the waitlist only.

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Join the waitlist

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Or reply to this email and let me know what team challenge you’re working through—I’ll make sure you get support.

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Talk soon,

Ignacio

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