Taylor was a frustrated sales manager. Taylor worked for Ivan, an opinionated, controlling, autocratic boss who owned the company. In the past, Taylor had given everything to the job. They liked the business, the work and the customers – and Taylor had a grudging respect for Ivan. Taylor could not make projections and prepare budgets without knowing the past year’s financials and results. They also could not invest in marketing or sales promotions on their own. The plan was for Taylor to someday buy the business, but at this point they felt like a puppet. Ivan was not balancing responsibility and authority to allow Taylor to make decisions.
Balancing Responsibility and Authority
Should Ivan give Taylor – the successor – the responsibility and authority to spend money without approval? If so, how much? How could they be held accountable for results without having the authority to do what was necessary to make it happen?
Taylor’s case isn’t unusual. They were powerless to excel in their role as sales manager and distinguish themselves as a possible successor to Ivan.
The Root Cause
Upon speaking with Ivan, it became clear that he didn’t trust Taylor because of a mistake made several years earlier which had cost the company money. Unfortunately, there had been no frank discussion about Taylor’s error, why it happened, how they might redeem themself, and, most important, what lessons Taylor had learned. As a result, Ivan continued to treat Taylor in a paternalistic manner … and Taylor “lived down” to Ivan’s expectations. Responsibility without authority is demoralizing.
Dr. Gary Michael Durst, a corporate psychologist, has identified four levels of authority. They are dependent upon the successor’s level of experience and skill, as well as the level of confidence the owner has in the successor.
- Just do it. There’s no need to ask for permission, get approval or even report on it. Just get it done.
- Do it and report. In this case, keep the owner in the loop, but advance approval isn’t necessary.
- After discussion, do it. The successor should consult with the owner; but in the end, the successor makes the final decision without interference from the owner.
- Once you have approval, do it. The successor presents the situation, outlines alternative solutions based upon research and then makes recommendations based on the best rationale. The owner approves, disapproves, or requests additional information. The successor does not move forward until the owner says.
If you truly want to groom a successor, you must give them responsibilities designed to help them grow; authority that is clearly defined and advances over time; and feedback that will help them learn from your vast experience and wisdom!