As a leader your first responsibility is to articulate a vision of where your team or organisation is going. What should the organisation look like, … - Dave Stitt

Feed back often, good and bad: Get into the habit of providing feedback regularly, so you both get used to it. You are on the same team: Check your feedback style and assumptions. Are you being adversarial or collaborative? Address the method, not the madness: Don’t use feedback to try and fix aspects of his character. That attacks a person’s sense of self-worth. Stick to tactics, knowledge, tips, and work routines. Disrupt patterns of generalities: Vague and evasive language can undermine feedback; learn to spot and challenge it. Offer suggestions instead of criticising: Instead of using the feedback sandwich to sweeten criticism, make a suggestion and offer two reasons why it might work. Everything is feedback: You’re always communicating, so take control and give the feedback you have chosen to give.

Good delegators: instil confidence and belief; get organised; communicate well; let people get on with it; and provide effective feedback.

To get started there should be no more than five, judged as the most critical for this stage of the project.