Nice post. I agree with your distinction between delegating tasks and delegating authority, particularly in a vertical relationship. You do a very good job of explaining that. I struggled with the opening example, though. Two senior peers disagreeing seems less like a delegation problem and more like a cross-functional one?
Thank you. I re-read the opening example, and it could have been clearer. The point I was trying to make is that if the CEO had properly delegated authority, it would have been clear between the two of them who was empowered to make the final decision in a disagreement.
Precisely, delegation becomes transformational when leaders transfer decision rights with clear boundaries, creating ownership while preserving accountability and organizational alignment.
Thank you @Dr. Ian Hallett for highlighting subtle difference between two. Great read !
I write about leadership,delivery,execution,& the human side of professional growth—sharing practical lessons,real-world experiences,& actionable insights from building products,leading teams,& navigating modern technology org.
“The right to be wrong” is such an interesting part of this, Ian, because it raises what has to move with that authority. A new owner of refund decisions can have clear boundaries and still not know that a customer’s history is why the answer was yes last time. Decision rights can move quickly. The understanding behind them takes longer.
We see another layer of this as AI becomes part of more work. People can increasingly find information and act without going upward, making it easier to assume the understanding has moved with the decision when it hasn’t. To us, delegation has to include not only the decision and its boundaries, but enough of the reasoning and context to know when they no longer apply.
We really enjoyed this piece, Ian. As AI becomes part of more work, have you noticed anything changing in what people are able to delegate, or in what has to move with that delegation? We’d be interested to hear what you’re seeing.
Nice post. I agree with your distinction between delegating tasks and delegating authority, particularly in a vertical relationship. You do a very good job of explaining that. I struggled with the opening example, though. Two senior peers disagreeing seems less like a delegation problem and more like a cross-functional one?
Thank you. I re-read the opening example, and it could have been clearer. The point I was trying to make is that if the CEO had properly delegated authority, it would have been clear between the two of them who was empowered to make the final decision in a disagreement.
Precisely, delegation becomes transformational when leaders transfer decision rights with clear boundaries, creating ownership while preserving accountability and organizational alignment.
Thank you @Dr. Ian Hallett for highlighting subtle difference between two. Great read !
I write about leadership,delivery,execution,& the human side of professional growth—sharing practical lessons,real-world experiences,& actionable insights from building products,leading teams,& navigating modern technology org.
I am sure you will able to resonate and like it.
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“The right to be wrong” is such an interesting part of this, Ian, because it raises what has to move with that authority. A new owner of refund decisions can have clear boundaries and still not know that a customer’s history is why the answer was yes last time. Decision rights can move quickly. The understanding behind them takes longer.
We see another layer of this as AI becomes part of more work. People can increasingly find information and act without going upward, making it easier to assume the understanding has moved with the decision when it hasn’t. To us, delegation has to include not only the decision and its boundaries, but enough of the reasoning and context to know when they no longer apply.
We really enjoyed this piece, Ian. As AI becomes part of more work, have you noticed anything changing in what people are able to delegate, or in what has to move with that delegation? We’d be interested to hear what you’re seeing.