Situation: A CEO wants to push project ownership down to lower levels of the company. This is not happening unless the CEO pushes. How do you delegate yet stay informed as you push authority down the organization chart?

Advice from the CEOs:

• The company needs systems and guidelines to clarify on what and when the CEO wants to either have input or hear back, and what can happen without the CEO’s knowledge.
  • Set levels of approval – dollar impact or decision type – and clarify what decisions can made at what level, what decisions need higher level approval and at what level, where they must inform you, and where you must sign off.
  • Similarly, establish regular reporting and meeting schedules, along with guidelines as to what is to be reported – again by budgetary impact or decision type – and assure that this reporting takes place.
• “The Great Game of Business” by Jack Stack describes a company which has implemented these systems with astounding results. It provides a template and describes in detail how the system is implemented and what bumps they encountered along the way.
• Invest more time in setting roles and responsibilities for your direct reports.
• Keep reporting systems aligned across the company.
• Expect over time to adjust levels of authority as individuals grow in responsibility and accountability.
• Most importantly, lead by example. If a team member comes to the CEO for guidance on a project, refer them back to the proper manager for advice.
• 2015 Top ranked software systems to manage projects and processes from selected searches:
  • Capterra: Microsoft Project, Basecamp, Atlassian, Wrike, Podio
  • Insider.com: Smartsheet, Mavenlink, Wrike, Posoda, Metier
  • PC Magazine: Zoho Projects, Teamwork Projects, LiquidPlanner, Workfront, Wrike

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