A delegation framework for decisions that keep coming back to you

If a responsibility keeps returning to you after you delegate it, there is usually a question worth examining. Does the person understand the outcome? Do they have the authority to act? Is a recurring exception sending the work back?

Use the following delegation framework as a short worksheet for one decision. It is designed to help you find the missing agreement rather than repeat the instruction to take ownership.

Write down the decision

Complete this sentence: “When this situation occurs, this person decides what happens next.” Name a situation that recurs in the working week.

For example: when an ordinary supplier delivery is delayed, the operations manager chooses an approved alternative within the agreed purchasing rules. This hypothetical example gives you a specific decision to discuss.

Avoid putting an entire department into the first line. A decision small enough to recognize is easier to transfer and review.

Describe the acceptable result

Write what must be true after the decision. What needs to be protected? What standard applies? What deadline matters?

For the delivery example, the result may be that the team has the approved supplies it needs by the required time and affected staff know about any change. The actual safety, quality and purchasing requirements remain part of your organization’s process.

Ask the person to identify how they will know that the result has been achieved.

List information and authority

Record what information the person needs and where they will find it. Then list the choices they can make without asking you. Include any relevant limit and who handles an exception outside it.

A blank here often explains why a delegated decision keeps returning. “Use your judgment” is difficult to apply when the person does not know the budget, approved options or consequences you consider acceptable.

Set the escalation test

Finish the sentence: “Bring this to me when…” Use recognisable conditions. You might include an option outside an approved list or an impact that another role must review.

Also ask the person to bring the facts they have established, the options they considered and their recommendation when appropriate. That gives you a basis for supporting their judgment.

Agree how you will review it

Choose a review date and the evidence you will look at. Record decisions made, exceptions raised and anything that caused delay. The review should help refine the boundary.

Ask your own question too: “What will I stop doing so this responsibility can actually move?” If you continue approving ordinary decisions privately, the worksheet does not reflect reality.

Keep the completed page available to both of you. Use it for a short trial, revise the unclear parts and then apply the method to another responsibility.