Delegation Levels Retrospective

Purpose

The Delegation Levels Game is an agile leadership technique adapted for retrospectives that helps teams clarify decision-making authority. Using seven levels of delegation — from Tell (manager decides) to Delegate (team decides fully) — the team discusses specific decisions and aligns on who should own them. It resolves ambiguity about authority, reduces bottlenecks, and increases team autonomy.

At a glance

• Group size: 4–12 people
• Duration: 30 minutes
• Difficulty: Advanced
• Facilitation style: Structured
• Setting: Both / Remote-friendly

How to run

1. Explain the seven delegation levels: Tell, Sell, Consult, Agree, Advise, Inquire, Delegate.
2. List 3–5 decisions that have been unclear or contentious (e.g., who picks the tech stack, who approves time off, who decides sprint scope) (3 minutes).
3. For each decision, every participant silently selects a delegation level card (2 minutes).
4. Simultaneously reveal cards. Discuss divergences — why does one person think Tell while another thinks Delegate? (15 minutes).
5. Agree on the delegation level for each decision. Record in a delegation matrix for reference (5 minutes).

Materials needed

• Delegation level cards (numbered 1–7) for each participant
• List of decisions to discuss
• Delegation matrix (physical or digital)
• Timer

Pitfalls & common mistakes

• Trying to cover too many decisions — pick 3–5 for a meaningful discussion.
• Managers overriding the team's preferred delegation level without discussion.
• Not revisiting the delegation matrix as the team matures.

Inclusion & accessibility

• The card-based simultaneous reveal prevents anchoring and ensures everyone's voice is counted.
• Clearly explain each delegation level with workplace examples.
• Use digital card tools for remote teams.

Variations

• Delegation Matrix Sprint Review: revisit the matrix every quarter to update levels.
• Delegation Levels Game for Roles: apply to specific role-based decisions (e.g., Product Owner, Scrum Master, Developer).
• New Decision Round: when a new type of decision arises, play a round to set the level.

When NOT to use this

• When the team has no authority issues and delegation is clear.
• When the team first needs to address more fundamental trust or collaboration issues.

Source & further reading

• Jurgen Appelo, Management 3.0.
• management30.com/practice/delegation-poker.