> Imagine the difference between "I want to give you feedback that you aren't spending enough time with new hires" vs "I know you've been wanting to spend more time with the new hires, why don't you take them for lunch and send me to your status meeting over Tuesday lunch time this week."
This is the proper answer. Ultimately, feedback should be about changing something. My experience is that most people are neither good at giving or receiving feedback, and that includes myself. There are more effective ways to change things.
OP's is useful when you have to give feedback, which is expected in most large companies in some form or other (evals, etc.).
Delegation is the managers job - it's not up to the subordinate to delegate on their managers behalf IMO.
One of the surest way to get your manager's back is to help them make their goals and put some stuff off their plates. Like other people said, most semi competent managers are aware of issues happening in their team. If you come up w/ some proposal to solve those issues, it will improve the team much more effectively than some feedback.
It also depends on your goals, but fixing some issues encountered by your manager is one of the most reliable way to promotion in up to mid size companies, unless your manager is a a*hole.