“But, it seems to me, that accountability is already fixed,” I replied. “The manager makes the decisions and the team member carries it out. Isn’t that the pervasive understanding for everyone?”
“You might think that, but you would be mistaken,” Pablo ventured. “For a company to grow, it cannot be so. If the manager makes all the decisions, eventually, what happens to the speed of decision making?”
“Well, it begins to slow down,” I observed.
“Or stops, when the manager becomes overwhelmed with all the decisions. As the organization grows, there are too many decisions to be made by one person.”
“And?” I prompted.
“For the organization to grow, the manager has to delegate,” Pablo flatly stated.
“But, every manager already knows they have to delegate, happens all the time,” I said.
“No, every manager knows they have to delegate, and they think, what they have to delegate are task assignments. In the delegation of a task, the manager also has to delegate appropriate decision making along with the task.”
“But, shouldn’t the manager reserve the authority for the decisions to be made?” I wanted to know.
“Only, if the manager wants to slow things down, or bring things to a crashing halt,” Pablo chuckled. “Appropriate decision making has to be delegated along with the task assignment. Most managers, at the end of a delegation meeting, ask ‘Do you understand what to do?’ A more relevant question would be ‘As you work through this task, what decisions do you have to make?’ Every level of work has appropriate decision making.”
“Well, that should get some things off the manager’s plate,” I said.
“Not exactly,” Pablo had a hint of a smirk on his face. “You see, the manager is still accountable for the output of the team member. If the team member underperforms or fails, it is the manager who is accountable. And that changes everything.”
Really something to think about. How a company reacts to bad decisions will determine how supported
Employees are. Employees learning and growing causes the company to learn and grow. Well written.
The delegation meeting discussed just took me back to my Army days. We called them back briefs. The junior commander and his/her staff, after receiving a plan and studying it, would back brief the higher commander and his/her staff. This back brief included a concept of understanding discussion, the key tasks and decision the junior commander would make. This back brief gave ensured both commands the opportunity to explain or fix or troubleshoot the plan. It was also delegation of authority to make key decision for execution of the plan.