Carrying the organisation without carrying every problem
Responsibility for the organisation does not require personal ownership of every operational problem. Clear routes protect both accountability and capacity.
The performance question
A leader may feel helpful when personally resolving a supplier dispute, customer complaint and hiring delay. But repeated rescue can leave the underlying owners without authority or confidence. Distinguish the responsibility to ensure a problem is solved from the responsibility to solve it personally.
What the evidence supports
HSE’s Role standard calls for clear responsibilities and compatible requirements. Its Support standard asks that employees know how to obtain resources. These are work design principles, not an instruction for executives to disengage from difficult issues.[1][2]
A practical approach
Select three recurring problem types and name the operational owner, decision limit and required support for each. Agree when the executive must be informed and when approval is needed. At the next escalation, ask what decision the owner recommends and what specific authority is missing. Resolve that gap where possible.
How to review progress
Check whether problems reach resolution without repeatedly returning to the chief executive. Review customer and safety outcomes as well as senior time saved. If an owner remains dependent, examine training, competing duties and resources before interpreting the pattern as a lack of initiative.
Sources and references
- Management Standards: Role Opens in a new tab
Health and Safety Executive
Compatible requirements and clear responsibilities
- Management Standards: Support Opens in a new tab
Health and Safety Executive
Resources, management support and constructive feedback