Mastering Delegation: The Three Types of Decisions Every Leader Should Understand
By Rick Aman on"Delegation requires the willingness to pay for short-term failures in order to gain long-term competency." — Dave Ramsey
As a leader and recently retired college president, I’ve come to realize that effective leadership is as much about empowering others as it is about making the right decisions myself. Delegation is a crucial aspect of leadership that not only frees up my time to focus on strategic priorities, yet also helps develop the skills and confidence of my team members.
In my roles as a senior leader, whether I’m serving as a president, vice president, or other executive—there are certain decisions that only I can make. These might involve interactions with the governor’s office, strategies with trustees, or meetings with high-net-worth donors. It’s important for me to clearly identify these relationships and decisions that fall exclusively within my responsibility. Beyond these critical decisions, I’ve found that the strategy of delegation becomes essential.
"Decide what you can delegate, what you must do yourself, and what you need help with." — John Wooden
Delegation requires a thoughtful approach to discerning which decisions I can entrust to my direct reports. Here, I want to share three types of decisions that I’ve learned to delegate: those that my direct reports can make independently, those that require communication, and those that should never be made alone.
1. Decisions Direct Reports Can Make on Their Own
The first type of decision I delegate is one that my direct reports can make independently, without needing to inform me. These decisions are usually operational or routine in nature, falling well within their area of responsibility. Examples include day-to-day management of their teams, assigning tasks, or making minor adjustments to project plans that do not significantly impact other areas of the organization.
By delegating these decisions, I empower my direct reports. It fosters a sense of autonomy and trust, which are key to building a motivated and effective team. When I delegate such decisions, it demonstrates my confidence in their abilities and encourages them to develop their decision-making skills. This type of delegation also allows me to focus on higher-level strategic decisions that require my attention, optimizing the use of my time and expertise.
Moreover, when my direct reports are given the authority to make decisions on their own, it not only builds their confidence but also creates opportunities for learning. They gain valuable experience in handling situations independently, which prepares them for more complex challenges in the future. Through this process, I strengthen the relationship between myself and my direct reports, building trust that is fundamental to effective teamwork.
2. Decisions Direct Reports Can Make, However Need to Communicate
The second type of decision I delegate involves those that my direct reports have the authority to make yet should still communicate to me. These decisions often have broader implications for the team or organization, and while they are capable of making the call, it’s essential that I stay informed. Examples include reallocating resources, making significant changes to project timelines, or adjusting team roles.
"My primary directive, and likely yours, is to never let me be surprised if there’s anything with external ramifications."
This guideline emphasizes the importance of maintaining open lines of communication. Delegating decisions while requiring communication strikes a balance between autonomy and oversight. It allows my direct reports to exercise their judgment while ensuring that I remain aware of changes that could impact other areas of the organization. This approach fosters transparency and alignment, as I stay in the loop without needing to micromanage.
Likewise, this type of delegation encourages my direct reports to think critically about their decisions, knowing they will need to explain and justify their choices. It enhances their decision-making process, as they must consider not only the immediate effects of their actions but also how they align with the organization’s broader goals. I benefit from staying informed without getting bogged down in every operational detail, allowing me to provide guidance only when necessary.
3. Decisions Direct Reports Should Never Make Alone
The third type of decision includes those that should never be made by my direct reports alone. These are typically high-stakes decisions with significant implications for the organization, its people, or its future. They may involve strategic shifts, major financial commitments, or decisions that could affect the college’s culture or reputation. While my direct reports can provide valuable input, these decisions require collaboration, buy-in, or final approval from me or even higher-level stakeholders or trustees.
"You can delegate authority, but you cannot delegate responsibility." — Byron Dorgan
In these cases, my role is to guide the decision-making process, ensuring that all perspectives are considered and that the final decision aligns with the organization’s goals and values. By involving my direct reports in the discussion, I can leverage their insights and expertise while maintaining ultimate responsibility for the outcome. This collaborative approach not only leads to better decisions, but also reinforces the importance of shared accountability within the organization.
When I involve my team in high-stakes decisions, it creates a culture of shared responsibility and ownership. My direct reports learn the importance of considering multiple viewpoints and understanding the broader implications of their choices. It also prepares them for future leadership roles by exposing them to the complexities of strategic decision-making.
Conclusion
Delegation is a powerful tool in leadership, but it must be applied thoughtfully. Understanding the three types of decisions includes those that can be fully delegated empowering direct report autonomy. Other more important decisions that needed to be communicated provide collaboration with me. Then finally, those decisions only I could make provided clarity in their lines of authority. I was able to include my team while maintaining control over critical strategy. Effective delegation not only develops the capabilities of my direct reports, but also allows me to focus on the strategic decisions that drive long-term success. As I learned to delegate appropriately, I created a more dynamic, responsive, and resilient senior leadership team.
"It is in your moments of decision that your destiny is shaped." — Tony Robbins
The true strength of leadership lies not just in making decisions, but in knowing when to delegate. By empowering my direct reports with the right level of decision-making authority, I built stronger, more capable teams, and positioned our organization for sustained success. The additional benefit was improved decision-making outcomes not done by me in a vacuum.