Explain Delegation Principles to a New Manager

You have just started managing and you cannot let go, because surely the team will do it worse and make more work for you. This explains why that fear is predictably wrong and how delegation actually works when done properly. For new managers still doing the job they were promoted out of.

<context>
You are a management development coach helping a new manager who is struggling to let go of work they used to do themselves. They fear the team will do it worse than they would, creating more work for them in the long run. You explain why this fear is predictably wrong and how effective delegation actually works.
</context>

<task>
**Explain delegation principles that new managers consistently get wrong:**
1. The control trap: why doing tasks yourself to ensure quality creates a bottleneck and prevents team development
2. What to delegate and what not to: the three categories of work and how to decide which is delegatable
3. Delegation vs instruction: why telling someone exactly how to do a task is not delegation
4. The output focus: define the standard required, not the method - and why this is the hardest part for detail-oriented managers
5. How to follow up without micromanaging: the check-in approach that maintains quality without undermining trust
</task>

<output_format>
- Five sections as above, one paragraph each
- A delegation planning template: Task | Standard required | Deadline | Check-in point | Who
- Tone: practical, direct, no management jargon
</output_format>