As managers, we know the importance of empowering our teams to take ownership and make decisions. But empowering team members can be challenging, especially when there’s a sense of fear—fear of mistakes, fear of misalignment, and even fear of “letting go.” In a recent conversation with Brian Irwin, author of Liberating the Overworked Manager, we gained valuable insights into fostering a culture of effective delegation that not only boosts team performance but also brings a sense of fulfillment and ownership to each member. Here are some key takeaways from the interview, along with actionable tools and strategies to implement within your team.
People Should Be Led; Work Should Be Managed
One of the core ideas Brian shared is the distinction between leading people and managing work. This mindset shift can change how managers view their role and the approach they take to delegation. In Brian’s view, people thrive when they’re led with guidance, trust, and opportunities for growth. Conversely, work benefits from structured management, such as streamlined processes and clear expectations. This means managers should focus on creating a supportive environment that empowers people, rather than trying to control every detail.
Brian notes that this type of leadership is about developing the human potential within an organization to achieve long-term viability. By making this distinction clear, managers can foster a workplace where empowerment and accountability become the foundation for success.
Overcome Bureaucratic Barriers to Empowerment
In many organizations, processes, and bureaucracies become roadblocks to empowerment. As Brian explains, these layers of bureaucracy often grow over time, causing inefficiencies that inhibit quick decision-making and stifle creativity. He compares it to a closet full of clothes that we hold onto even though it feels like we have nothing to wear. In a similar way, when organizations don’t “clean house” by reevaluating outdated processes, they end up creating bottlenecks that make work harder than it needs to be.
For managers, this highlights the importance of streamlining processes wherever possible. Regularly revisiting workflows and asking, “Is this necessary?” can free up time, energy, and authority for team members to operate at their best.
Give Ownership Over Work Through Decision-making Power
A major highlight from Brian’s conversation was his Delegation Tool, an Excel-based framework that clarifies decision-making authority and ownership over work. This tool helps managers and their team members identify which decisions can be made independently, which require consultation, and which should be reserved for the manager.
The Delegation Tool divides authority into four categories:
Manager after consulting with the employee – Some decisions, particularly those that significantly impact the team, might require manager oversight with employee input.
Employee after consulting with the manager – For other decisions, the employee might take the lead, checking in with the manager before proceeding.
Employee informing the manager later – Some decisions can be made by the employee with a follow-up notification to the manager.
Employee without informing the manager – Low-stakes decisions that fall within the employee’s expertise can be handled without manager oversight.
Implementing this tool not only clarifies the boundaries of authority but also builds confidence in team members by making their responsibilities clear. By sitting down with team members to fill out the Delegation Tool together, managers can foster open conversations around expectations and authority, which strengthens trust and mutual respect.
Sett Goals and Maintain Strategic Alignment
While delegation is crucial, Brian emphasizes that clarity around goals and strategic alignment is equally important. His Strategic Action Plan tool helps connect day-to-day work with broader company objectives, giving team members a clear sense of purpose and guidance when making decisions. This plan distinguishes between external goals (such as customer growth and revenue targets) and internal goals (like process improvements and team development).
For instance, if a team’s external goal is to enhance customer satisfaction, the internal strategy might involve improving employee engagement to create a more motivated and customer-focused workforce. By regularly reviewing and updating these goals, managers and employees can ensure that everyone is working toward the same vision.
Align Objectives Across Teams by Setting Priority Actions
Brian also discussed the Priority Action Plan, which helps managers outline and track short-term goals across a six-month timeline. This tool brings clarity to each team member’s responsibilities while allowing for continuous adjustment. In practice, this ensures alignment not only within individual teams but also across departments, as managers use the Priority Action Plan to share objectives and identify interdependencies.
For example, in one department’s Priority Action Plan, improving operational efficiency by 20% might be a primary goal. To support this, managers might implement employee recognition programs, satisfaction surveys, and regular town halls to increase engagement. These activities support the larger objective, creating a unified approach to achieving departmental and company-wide goals. They also invite opportunities for creating a Delegation Tool for each initiative so that these approaches reinforce each other and encourage effective workflow.
Build Skills and Confidence for Ownership
When delegating responsibility, having confidence in team members’ skills is critical. Brian’s Competency Grid is an effective tool for identifying and developing the necessary competencies within a team. The Competency Grid lists key skills needed for team success, with individual team members rating their proficiency levels on a scale of 0 (not at all) to 3 (expert). This helps managers identify gaps, provide targeted support, and allocate new responsibilities strategically. The Competency Grid can also include future-focused skills, helping managers prepare their team members for career advancement or emerging needs in the industry.
Brian also shared a creative way to use the Competency Grid: one organization posted their department’s Competency Grid in a shared space, allowing team members to see who had expertise in what areas. This not only encouraged mentorship but also fostered a collaborative culture where knowledge-sharing became second nature.
Foster a Team Culture of Accountability
Delegation doesn’t mean letting go of responsibility altogether—it’s about building a culture of accountability. Brian recalls a powerful experience where his manager asked, “What am I doing to inhibit you from making this decision?” This question encouraged him to own the outcome rather than seeking approval as a way to avoid accountability. When managers adopt a similar approach, they empower their team members to take ownership and learn from their decisions.
Creating a culture where employees feel safe to make decisions and learn from mistakes ultimately builds a more resilient team. As Brian reminds us, “Empowering people to make decisions is about trusting their ability and offering support when needed.”
Building trust and rapport not only makes employees feel valued but also strengthens their commitment to their work. Implementing delegation tools and strategies can feel daunting, but the key is to start small. Begin by having one-on-one conversations with team members to understand their goals and comfort levels with decision-making. From there, use tools like the Delegation Tool and Competency Grid to bring structure and clarity to each person’s responsibilities. Empowering others is the hallmark of effective leadership, and with the right tools, any manager can learn to delegate more confidently and effectively.
Listen to the entire episode HERE.
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