After 40 years in business, including 25 years in the C-Suite, with 3 different corporations where I led small teams of 5-10 employees to a division of 1000 people located around the world the same approach works in each circumstance with adjustments for cultural norms (e.g., delegating to a Japanese employee is a little different than to a European or US-based individual). First, one needs to accept delegation is not abdication. Then begin by asking good questions of the candidates you want to delegate to so you're certain that the person is bringing an educated point of view to the situation. Once you're convinced you have the correct person then apply routine project management techniques beginning with a description of the scope and objectives and having regular status reports. Finally, and most importantly, keep the delegated activities simple, measurable and visible. Visibility works wonders in successful delegation.