Most childcare leaders are exhausted—not because the work is hard, but because they’re doing everyone’s work. If a lightbulb goes out, a parent complains, or the paint brushes go missing, it ends up on your plate. Today, we shift from being the "Chief Problem Solver" to being the "Developer of Problem Solvers". You’re not just handing off a task. You’re handing someone a title, responsibility, and trust.

The Lesson: The Power of the “Champion”

There’s a difference between delegating a task and delegating ownership. Tasks stay on your radar. Ownership takes them off. When you assign a staff member as a “Champion”—whether it’s for supplies, safety, events, or anything else—they aren’t just helping you; they’re growing professionally.

This shift builds pride, purpose, and long-term engagement. It also clears your mental desk so you can focus on the work that actually defines your role as a leader.

The Strategy: The “Who, Not How” Assignment

Identify one task that’s been draining your time and energy—something that doesn’t require your direct oversight.

The Who: Choose someone who’s already good at it or has shown interest.
The Goal: Clearly communicate the Intent (see Day 9) and any visual Standard (see Day 18). Let them decide the “how.”
The Authority: Empower them to make decisions within clear guardrails (e.g., budget, timing, or center policies).

Not everything should be delegated. The best leaders know what to keep and what to give away.

Keep for Yourself (Director/Owner-Level Work):

Setting vision and culture
Hiring and evaluations
Parent relationships and crisis management
Long-term planning

Delegate as Growth Opportunities:

Classroom prep
Supply ordering
Event planning
Data entry
Social media, newsletters
Projects aligned with staff strengths

Rule of Thumb: If it defines the future of the program, it’s yours. If it builds staff confidence and leadership, delegate it.

The Practice: Personas and Delegation

Firefighter – Resist the urge to jump in if they are doing it differently than you would. If the goal is met, their “how” doesn’t matter.
Peacekeeper – Believe in them. You worry giving them more work will make them quit. Reframe it: This is a promotion of trust. A-players leave because they’re bored, not busy.
Perfectionist – Don't micromanage. If they can do it 80% as well as you would, that’s a win. The extra 20% isn’t worth your stress—or their loss of autonomy.

Exercise: The Authority Hand-Off

Call your new “Champion” aside for a quick 5-minute meeting.

The Script:
“I’ve noticed you have a real talent for [Area]. I want to give you full ownership of [Task/Responsibility] because I trust your judgment. You don’t need to ask me about [Specific Decisions] anymore—you’re the lead on this now. How does that sound?”

Then, clarify:

What success looks like
What decisions they can make
When to come to you for support

When done well, this feels like a promotion, not a handoff.

THE DIRECTOR’S JOURNAL PROMPT

“Today, I handed ownership of [Task] to [Name]. It felt [Emotion] to let go of that control. By delegating the 'Who,' I’ve created space for myself to [Activity you will do instead]. I am growing a team of leaders, not just a team of helpers.”

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