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Leadershiphigh priority

Struggling with Assertiveness and Discipline as a Manager

A manager struggles with assertiveness and the inability to discipline employees or address issues proactively. This failure to speak up has led to team conflict and self-doubt, making the manager question their leadership potential.

Target audience: new managers
Framework: Crucial Conversations
2323 words • 10 min read

How to Empower Your Team Using Delegation Poker / Delegation Levels

The Management Challenge

A common frustration for managers is a team that seems unwilling or unable to take initiative. Instead of proactively tackling tasks or solving problems, team members wait for explicit instructions, ask permission for every minor step, and appear hesitant to act independently. This isn't just annoying; it's a significant drag on productivity, innovation, and team morale. When employees constantly seek direction, workflows bottleneck around the manager. This creates dependency, slows down decision-making, and prevents the team from operating at its full potential. For the manager, it leads to burnout, feeling like they have to micromanage, and a perpetual state of being overwhelmed. Ultimately, this lack of initiative hinders the team's ability to adapt, learn, and grow, impacting project timelines, quality, and the organization's bottom line. Addressing this challenge is crucial for building a high-performing, resilient team capable of navigating complexity and driving results.

Understanding the Root Cause

The reluctance to take initiative isn't usually a sign of laziness or incompetence. It stems from a complex interplay of psychological factors and systemic issues within the work environment. Psychologically, employees might fear making mistakes, facing criticism, or overstepping perceived boundaries. Past negative experiences, such as being reprimanded for taking initiative that didn't align with expectations, can lead to learned helplessness – a state where individuals stop trying because they believe their actions won't change the outcome or will lead to negative consequences. Lack of confidence in their own judgment or skills also plays a significant role.

Systemically, the problem is often exacerbated by management practices. Micromanagement, where managers dictate every detail, explicitly trains employees not to think for themselves. Unclear expectations about roles, responsibilities, and decision-making authority leave employees unsure of where their mandate begins and ends. A lack of psychological safety – the belief that one can take risks and be vulnerable without negative consequences – prevents employees from proposing new ideas or acting without explicit permission. Furthermore, reward systems might inadvertently punish risk-taking while valuing strict adherence to instructions. Traditional approaches often fail because they address the symptom (lack of initiative) rather than the root cause (fear, lack of clarity, systemic barriers). Simply telling someone to "be more proactive" is ineffective if the environment doesn't support or reward proactive behavior, or if they lack the clarity on how and when they are empowered to act.

The Delegation Poker / Delegation Levels Framework Solution

The Delegation Poker or Delegation Levels framework, popularized by Management 3.0, provides a structured approach to clarifying authority and empowering teams, directly addressing the root causes of a lack of initiative. This model defines seven distinct levels of delegation, ranging from "Tell" (manager makes the decision) to "Delegate" (team makes the decision and informs the manager). By explicitly defining these levels for specific tasks or decision areas, managers can communicate precisely how much autonomy and responsibility the team or an individual has.

This framework works because it removes ambiguity. Instead of a vague expectation to "take initiative," employees understand the specific boundaries and expectations for a given task. It builds trust incrementally; managers can start with lower levels of delegation and gradually increase autonomy as the team demonstrates capability and confidence. It shifts the manager's role from a director to a facilitator and coach, enabling them to support the team rather than constantly providing instructions. By making delegation a transparent, shared understanding, it fosters psychological safety – employees know the expected level of autonomy and are less likely to fear overstepping. It encourages ownership and accountability, as the level of delegation clearly indicates who is responsible for the decision and its outcome.

Core Implementation Principles

  • Define the Levels Clearly: Ensure everyone understands the seven (or chosen number of) delegation levels and what each level means in practice. Use simple language and provide examples relevant to your team's work. This shared vocabulary is fundamental to the framework's success.

  • Match the Level to the Task and Person/Team: Not all tasks are suitable for the highest level of delegation, and not all team members may be ready for full autonomy on complex decisions. Assess the risk, complexity, and importance of the task, as well as the experience, skills, and confidence of the individual or team, to determine the appropriate level.

  • Communicate the Chosen Level Explicitly: When assigning a task or discussing a decision area, explicitly state the delegation level you are applying. For example, "For this project budget, I'm using Level 4: Agree – I'd like you to come up with a proposal, and we'll discuss it together before finalizing." This removes guesswork and sets clear expectations.
  • Step-by-Step Action Plan

    Immediate Actions (Next 24-48 Hours)

    1. Self-Assess Current Delegation: - Reflect on recent tasks assigned. For each, identify what level of delegation you actually used (even if unconsciously). Note tasks where you felt employees should have taken more initiative but didn't. This provides a baseline.
    2. Introduce the Concept (Briefly): - Schedule a short team discussion or send a brief message introducing the idea of different "levels of decision-making authority." Frame it as a way to improve clarity and empower the team, without immediately diving into the full framework. Gauge initial reactions.
    3. Identify a Low-Risk Pilot Task: - Choose one recurring, relatively low-stakes task or decision area where you can experiment with a slightly higher level of delegation than usual. This should be a task where a mistake wouldn't be catastrophic.

    Short-Term Strategy (1-2 Weeks)

    1. Explain Delegation Levels: - Dedicate a team meeting to explaining the 7 Delegation Levels using simple terms and examples. Use visual aids if possible. Facilitate a discussion to ensure understanding and address initial questions.
    2. Implement the Pilot Task with Explicit Level: - Assign the identified pilot task to an individual or the team, explicitly stating the delegation level you are using (e.g., Level 3: Consult, or Level 4: Agree). Explain why you chose that level and what your expectation is at that level.
    3. Provide Support and Coaching: - As the team/individual works on the pilot task, be available to answer questions, provide guidance, but resist the urge to take over or dictate steps (unless the chosen level requires it). Coach them through the process according to the defined level.

    Long-Term Solution (1-3 Months)

    1. Apply Levels to More Tasks: - Gradually introduce Delegation Levels for other suitable tasks and decision areas. Use Delegation Poker sessions (where the team helps decide the level) for more complex or shared responsibilities.
    2. Integrate into 1:1s and Performance: - Discuss delegation levels and autonomy during one-on-one meetings. Use it as a framework for discussing growth – how can an individual move to higher levels of delegation on certain tasks? Link proactive behavior within defined levels to performance discussions.
    3. Review and Adjust Regularly: - Periodically review the delegation levels assigned to tasks. Are they still appropriate? Is the team ready for a higher level on certain tasks? Gather feedback from the team on how clear the levels are and how empowered they feel. Continuously refine your approach.

    Conversation Scripts and Templates

    Initial Conversation

    Opening: "Team, I've been thinking about how we make decisions and assign tasks, and I want to make sure it's as clear and empowering as possible for everyone. I want to introduce a simple way to think about how much autonomy you have on different types of work."

    If they respond positively: "Great! I'll schedule a short session next week where we can go through this framework together. It's called Delegation Levels, and it helps us define exactly who makes the call on what, so there's no confusion and you feel confident taking action."

    If they resist (e.g., "Sounds like more rules"): "I understand it might sound like that, but the goal is actually the opposite – it's about clarifying where you do have the freedom to act independently, and where collaboration is needed. It's about making sure you don't have to wait for me on things you're capable of handling. Let's explore it together before deciding if it's helpful."

    Follow-Up Discussions

    Check-in script (during pilot): "Hey [Team Member Name], how is working on [Pilot Task] going? Remember we're using Level [X] for this – how does that feel? Do you have the clarity you need to proceed at that level?"

    Progress review (after pilot/implementation): "Let's review how using Delegation Levels is working for us. On tasks where we've defined the level, are you clearer on your role in decision-making? Has it changed how you approach the work? What's working well, and what's still confusing?"

    Course correction: "It seems like on [Specific Task], the Level [X] we assigned isn't quite working as intended. We're either getting too many questions or decisions are being made without necessary input. Let's discuss if Level [Y] might be more appropriate, or if we need more clarity on what Level [X] means for this specific task."

    Common Pitfalls to Avoid

    Mistake 1: Not Clearly Defining the Levels for Specific Tasks

    Why it backfires: Introducing the concept of levels is one thing, but if you don't explicitly state the level for each relevant task or decision area, the team is left guessing. Ambiguity persists, and they revert to waiting for instructions because they aren't sure which level applies now.
    Better approach: For every significant task, project phase, or recurring decision, explicitly state the delegation level. Use a shared document or task management tool to make these levels visible to the whole team.

    Mistake 2: Delegating Everything at Once or Jumping Too High Too Soon

    Why it backfires: Suddenly pushing all tasks to Level 6 or 7 without building capability and trust can overwhelm the team, lead to mistakes, and erode confidence (both yours in the team, and the team's in themselves). It feels like abandonment, not empowerment.
    Better approach: Start small with low-risk tasks and gradually increase the level of delegation as the team gains experience and confidence. Use the levels as a progression path, not just a static assignment.

    Mistake 3: Not Providing Support or Resources at Lower Delegation Levels

    Why it backfires: Even at levels like "Consult" or "Agree," the manager still has a significant role to play – providing information, offering guidance, or discussing proposals. If you assign a level but then become unavailable or unsupportive, the team is blocked or forced to guess, undermining the process.
    Better approach: Understand your role at each delegation level. At lower levels, be prepared to provide context, answer questions, and actively participate in the decision process as defined by the level. Ensure the team has the necessary resources and information to operate at the assigned level.

    When to Escalate

    Escalate to HR when:

  • • An employee consistently fails to operate at the assigned delegation level despite clear communication, coaching, and support, and this impacts performance significantly.

  • • There are behavioral issues related to delegation, such as an employee refusing to take on responsibility at the assigned level or consistently overstepping boundaries in a disruptive way.

  • • You need guidance on documenting performance issues related to initiative and autonomy within the framework of delegation levels.
  • Escalate to your manager when:

  • • You encounter systemic resistance from the team to adopting the framework, which you cannot resolve through discussion and coaching.

  • • You need support or resources (e.g., training budget, authority to restructure workflows) to effectively implement delegation levels across the team.

  • • The lack of initiative is impacting cross-functional dependencies or project timelines in a way that requires intervention or communication beyond your team.

  • • You need guidance on applying delegation levels in complex or high-risk areas where you are unsure of the appropriate level or your own authority to delegate.
  • Measuring Success

    Week 1 Indicators


  • • [ ] The concept of Delegation Levels has been introduced to the team.

  • • [ ] At least one low-risk pilot task has been identified.

  • • [ ] The intended delegation level for the pilot task has been determined.
  • Month 1 Indicators


  • • [ ] The team has received a clear explanation of the 7 Delegation Levels.

  • • [ ] The pilot task has been assigned with its explicit delegation level communicated.

  • • [ ] Initial feedback from the team on the clarity of the pilot task's delegation level has been gathered.
  • Quarter 1 Indicators


  • • [ ] Delegation Levels have been applied to at least 3-5 significant tasks or decision areas.

  • • [ ] Team members can articulate the delegation level for tasks they are working on.

  • • [ ] Observable reduction in instances of employees waiting for explicit instructions on tasks where a delegation level has been assigned (e.g., fewer "What should I do next?" questions on defined tasks).

  • • [ ] Increase in proactive suggestions or actions taken by team members within their defined levels of authority.
  • Related Management Challenges

  • Micromanagement: The Delegation Levels framework is a direct antidote to micromanagement, providing a structured way for managers to let go and empower their teams appropriately.

  • Lack of Psychological Safety: By clarifying expectations and boundaries, the framework helps build a safer environment where employees feel more comfortable taking calculated risks within their defined autonomy.

  • Poor Decision Making: When delegation levels are clear, decisions are made at the appropriate level, closer to the information, potentially leading to faster and better-informed outcomes.
  • Key Takeaways

  • Core Insight 1: Lack of initiative is often a symptom of unclear expectations and environmental factors, not just employee attitude.

  • Core Insight 2: The Delegation Levels framework provides a clear, structured way to define and communicate autonomy, empowering teams to take initiative within specific boundaries.

  • Core Insight 3: Successful implementation requires explicit communication, gradual application, and ongoing support, not just introducing the concept.

  • Next Step: Identify one low-risk task and determine which Delegation Level you will apply to it, preparing to communicate this explicitly to your team.
  • Related Topics

    manager assertivenessdifficult conversationsemployee disciplinenew manager challengesleadership skills

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