Map recurring decisions
An organisation becomes fragile when ordinary decisions systematically wait for its leader. The warning appears in delays, repeated work and unclear responsibilities, as well as in a crowded diary.
For two weeks, record the decisions that reach you. Identify their purpose, frequency and the information needed. Distinguish strategic choices from decisions that could be made within an agreed framework.
Delegate with a clear rule
Delegation needs a scope, resources and escalation conditions. For each decision, name the person authorised to decide, the limits that apply and the evidence to retain. Match responsibility to the team’s actual capabilities.
Review what changes
Track decision time and whether decisions are made at the appropriate level. Examine rework before concluding that delegation works. Speed alone is insufficient if decisions need correcting afterwards.
Start with three recurring decisions and review their operation after a month. This is a practical exercise, not a promised result. Explore the NASCIELIS method.
A tool to use
Delegation sheet: decision and expected outcome; authorised owner; budget, time and risk limits; required information and resources; escalation conditions; decision record and review date.
A worked example
A team can reorder a week of production within agreed budget and timing. A change to a customer commitment or missing capacity goes back to the leader. The review examines the decision and its consequences, rather than supervising every action.
Illustrative situation, unrelated to any client.
A decision question
Which recurring decision can you delegate this week with a clear limit and a review date?