Workshop · Leadership
The manager who will not delegate
How to stop being the bottleneck of your own organisation.
- Duration
- 2 hours
- Delivery
- On site · Virtual · Hybrid
- Participants
- From 6 to 20 participants
- Investment
- From $950
Reference price per session, before tax. The final proposal depends on scope, format and location.
The problem it solves
Failure to delegate almost never presents itself as such. It presents as an owner working Saturdays, a team waiting on answers, and small decisions taking days because only one person can make them.
The usual diagnosis — "you need to delegate more" — is correct and completely useless, because delegation is not a character trait. It is a structure: defined levels of authority, written criteria, indicators that let you let go without losing visibility, and supervisors prepared to receive what gets released.
What it covers
The workshop treats delegation as a problem of organisational design rather than willpower. It starts from a real inventory of decisions — who makes them today, who should, and what is missing for that to happen — and builds an authority matrix by level.
It also works the uncomfortable side: what the owner needs in order to trust, what evidence he needs to see, and what happens when somebody decides differently from how he would have decided. A business that only tolerates decisions matching the owner’s has not delegated anything; it has added a step.
The close is an operational succession plan: what would break tomorrow if the key person did not show up, and what has to move so it stops breaking.
What participants learn
- Inventory the decisions that currently pass through a single person.
- Define levels of authority with written criteria and clear limits.
- Distinguish delegating from offloading, and micromanagement from follow-through.
- Choose the minimum indicators that allow letting go without losing visibility.
- Prepare the supervisors who will receive the delegated authority.
Agenda
- Delegation as structure, not as a personal trait
- Levels of authority and decision limits
- Accountability without micromanagement
- Organisational structure and bottlenecks
- Developing supervisors who can receive authority
- Minimum indicators for letting go with visibility
- Operational succession and continuity
What the organisation leaves with
- An inventory of decisions with their current owner and their correct owner.
- An authority matrix for the organisation.
- The minimum set of indicators that sustains delegation.
- A continuity risk map by key person.
Who it is for
- Owners and founders still inside daily operations
- General managers and operations directors
- Middle management receiving delegated authority
Frequently asked questions
- Is this for the owner or for the team?
- For both, in the same room where possible. An authority matrix agreed by one half without the other does not hold.
- What if we have no org chart?
- We build the decision inventory instead, which is more useful than an org chart and usually reveals that the real structure does not match the drawn one.
Related articles
The problem is almost never where it hurts
Symptom and cause rarely live in the same place. Why fixing what hurts tends to leave the business unchanged, and what to look at instead.
Read more →Having information is not the same as being able to decide
Most businesses don't suffer from a lack of data. They suffer because the data they have doesn't arrive in time, together, or in a form that allows a choice.
Read more →Request this programme
Tell us the context and we will prepare a proposal tailored to your organisation. No obligation.
Working this inside the organisation
If this challenge will not be settled in one session, ALUD Consulting LLC works it as consulting: management consulting, human resources, strategy, organisational design, leadership development and business transformation.