For many managers, jumping in to help out but then not jumping out when things ‘normalize’ has created confusion, frustration, and rifts between managers and staff
This confusion in roles and responsibilities has become pervasive in recent years. It has created workplace cultures in which managers and team members are often doing work others are being paid to do – but aren’t. As a result, managers and their more productive team members are not doing the work they are supposed to be doing, or if they’re doing both, they’re burned out, resentful, and angry. It’s a vicious cycle of their own making, but it can be stopped.As a result, managers and their more productive team members are not doing the work they are supposed to be doing, or if they’re doing both, they’re burned out, resentful, and angry. It’s a vicious cycle of their own making, but it can be stopped.
A tool I’ve been sharing with several clients this past year is my version of a delegation and decision ladder. Delegation and decision ladders have been around since the late 1960s. Depending upon the specific model, they can help analyze problems to enable better decision making or they can clarify how much direction and autonomy a team member can expect. To help my clients struggling with role confusion and a desire to hold themselves and others accountable to do the jobs they’re being paid to do, I’ve created my own ladder. It helps leaders and their teams gain role and decision clarity.Delegation and decision ladders help help leaders and their teams gain role and decision clarity
As with most delegation or decision ladders, visualize a matrix. The far left column is entitled: Levels of Responsibility & Decision-Making Authority. In the columns to the right of this are columns – one for each type of position on your team with the first column being you, the manager. Focus on the position first, not the person fulfilling the position. The intent is to identify first, by position, what is expected of each position at each level of the ladder. After you’ve clarified each level by position, you can create a ladder for each position when there are multiple people holding the same position. This ladder helps you identify, first by position, then by person, who needs additional training, coaching, or other support to elevate their skills. So what is at each level of the column: Levels of Responsibility & Decision-Making Authority? Let’s start with the bottom row and work our way up. Each row, from the bottom up, provides guidance as to what each position is expected to do – independently and competently. In the definitions below, “YOU” refers to the position represented in each column, and “me” refers to that position’s supervisor or manager.- Left column; Bottom row – Basic: YOU handle it alone. No input or approval needed from others. These are foundational aspects of your job.
- Left column; Second row from the bottom – Use Your Skills & Expertise: YOU handle it but keep me posted or make me aware so I’m not blindsided.
- Left column; Third row up from the bottom – Stretch Your Knowledge: Bring to me or another to brainstorm a resolution but, because of your position, YOU still need to handle it.
- Left column; Top row – Above YOUR Level of Authority: Delegate these items up to me/your manager or to X (another person or office) who has the proper authority.
This exercise will help you see who you are overloading, who isn’t performing even their basic job functions completely, and what job functions are not being met because you or others are performing tasks that should reside with other positions.
As you work through this exercise, connect with your peers and calibrate across teams, divisions, and regions to ensure there is consistency in position expectations across the organization. Once everyone is clear on who is supposed to do what, holding yourself and others accountable becomes much easier. However, the first step to clarity is building that ladder.
Copyright MMXXVI – Liz Weber, CMC, CSP – Weber Business Services, LLC – www.WBSLLC.com +1.717.597.8890 Liz Weber is an advisor to boards of directors, business owners, and C-Suite leaders. She’s a leadership, strategic and succession planning consultant, keynote speaker, and author. Learn more on LinkedIn.
