Decision Roadblock #10: Who’s in Charge Here, Anyway?
March 16, 2023 | By David M. Wagner
Imagine two pilots flying together for the first time, with opposite assumptions about who is the pilot and who is the co-pilot.
If they both believe they are the pilot, they’ll try to steer the plane in different directions. Or worse, both might think the other has control, leaving no one to fly the plane! They had better get on the same page – fast – to avoid disaster.
Ambiguous authority can derail decisions in any organization.
I once sat on a panel charged with selecting a new supervisor. All the ingredients for a bias-free decision process were in place. The team had diverse backgrounds and roles. The deliberations were candid, thoughtful, and respectful.
There was just one problem.
We thought we were making the final decision. The manager over the supervisor position thought otherwise and selected a candidate against the panel’s “recommendation.”
Who’s in charge here, anyway?
Hierarchies make obvious who is “in charge.” But the authority to make decisions is less clear in partnerships, shared leadership models, and when the board-executive boundary is fuzzy – all common in mission-driven organizations.
Here are three options leaders have for preventing uncertainty about authority from becoming a roadblock to effective decision making.
Option #1: Ask for Forgiveness
It can be risky stepping on someone else’s toes. But inaction has costs, too. Don’t wait to find out who’s job it is to put out the fire (problem) or to grab the golden ticket (opportunity)!
Act when it is crucial to do so. Then immediately communicate with affected stakeholders (1) what you did and (2) why you felt it was imprudent to wait to clarify authorities. And if necessary, ask for forgiveness.
Option #2: Set Clear Boundaries
Explicit agreements make decision-making boundaries unambiguous.
Delegate authorities by topic (staffing, program design), by limit or condition (purchases under $10,000, education programs in Ohio), by potential impact (policy changes unlikely to upset clients or constituents), or by individual decision (what color to paint the office).
Use wargaming (“what if ____ happens?”) to anticipate likely decisions and clarify authorities.
Option #3: Guide the Decision Maker(s)
There will be times when you (alone) are not in charge of the decision. Maybe someone else is. Maybe more than one of you is. Maybe no one is. Committees and informal partnerships are two examples where there may be no single decision maker.
You can help decision makers make an effective choice by recommending a well-thought-out solution. Even if they go another direction, you’ll have inspired action. Start with an open mind, and open ears - listen for needs and concerns. Be specific in the details of your recommendation. Articulate how your approach addresses stakeholders’ interests. And highlight the costs of delaying or deferring a decision.
Plan for the decisions you can anticipate. Act when urgency requires it. And when decision authority can’t reasonably be centralized (at least not in you), look for opportunities to lead through influence. Still need a guide? Schedule a consultation to discuss your situation.