Responsibility without Authority:
“…sometimes I’ve seen someone with the
responsibility for a task but little or no authority to execute. Some tactics
to deal with this would be helpful.”
In that article, I pointed
out the difference between responsibility and accountability by stating that
responsibility can be shared, but accountability cannot. In addition to being
responsible for something, when you’re accountable you, and you alone, are also
answerable for your actions. You own the results.
Perhaps I should start by
defining these three words—responsibility, accountability, and authority—that
are so often used interchangeably. You may disagree with my definitions, but
experience has shown me that confusion around these words, and the implications
of not managing for each of them purposefully, is a cause for dysfunction in
many organizations. Defining each the way I have provides a framework to begin
to create more effective communication, healthier leadership, and a culture of
accountability within your organization.
Responsibility is
the duty and ability to respond or act. Giving someone responsibility for a
task, process, or service means that it is the role of that person to do the
work. It may be assigned to multiple people.
Accountability is
made up of “account,” meaning to report or describe an event or experience, and
“ability,” the means or skill to do something. So, it literally means the
ability to report on events or experiences. The job of being accountable for
something should be assigned to a single individual whose duty it is to monitor
the performance of a specific task, process, department, or KPI. But, they are
not necessarily responsible to do the work.
Authority is
“the power or right to give orders and make decisions.” Many people can have
authority in an organization, and there’s usually someone at the top, the
owner, CEO, or Board of Directors who has or have the highest level of
authority.
To be accountable for
something without having the necessary authority is demoralizing, unproductive,
and potentially leads to a toxic work environment. So, how can you avoid this
in your organization?
As the person in charge,
the solution is relatively easy. When you delegate responsibility, or make
someone accountable for something, make sure you empower them with an appropriate
measure of authority. Ceding ownership for decision-making can be difficult,
but unless you want to set your delegate up for failure, they must be provided
commensurate authority for giving orders and making decisions. The extent, and
limits of their authority should be discussed with them before expecting them
to accept the assignment or position, and recorded for future reference.
If you’re not sure what
constitutes commensurate authority, start with something that seems reasonable
and regularly meet with your delegate to ask for feedback. Together, you need
to agree on the extent of authority necessary for them to get the job done
effectively and independently.
But what if you’re the
delegate and find yourself assigned to a position of ultimate accountability
for a job or KPI, but given only limited, or no authority?
The best thing is to avoid
the situation in the first place by discussing the need for commensurate
authority with your supervisor before accepting the job. But if that’s not
possible, the following can help you manage this untenable situation.
1. Don’t
stop leading. It’s not time to throw in the towel because you’re being
micro-managed. And, you especially don’t want to make matters worse by
complaining to your colleagues about the constraints you’re dealing with. Look
at the glass as half full and celebrate what you’ve been able to accomplish.
Share this information with colleagues instead.
2. Talk
about it. Not with your colleagues. With your supervisors. I know, it sounds
too simple, but they may not realize they’re holding you back. Be clear,
concise, and thoughtful about the challenges and
risks you’re dealing with.
3. Ask for
support. Asking for what you need is important. If you never speak up, not
only will you be risking success, but people will invariably ask why you didn’t
say anything. Even if the answer is ultimately no, you need to go on record as
having made your concerns known.
4. Articulate
your plan. Ensure that the people you report to understand your vision, plan,
and expected outcomes. In your plan, be sure to include potential risks, and
document everything. Ask for approval for your plan. Once you have it, move
forward confidently.
5. Stop
asking for permission. Have you
considered you may be in your own way? Sometimes we find ourselves without
authority because we seek approval from above too often. Find things you can
independently act on, then do it with confidence and competence. If you need to
make quick decisions, make them. Inform others after and see what happens. As
the saying goes, it is often easier to seek forgiveness than ask permission.
6. Create a
new path. If you are not empowered to move forward on the big vision, find
what you are able to do and do it. Big wins are paved with small successes
along the way. What do you have the authority to move on? What decisions can
you act on today?
To ensure that only one
person is answerable for a given task, project, team, department, KPI or other
responsibility is the right step toward creating a culture of accountability in
your organization. But, without equipping them with sufficient authority to get
the job done, you’re almost surely setting them up to fail. It’s effectively
dysfunctional delegation, bad management practice, and a good way to undermine
your organization’s culture and the morale of your people.
