Does too much still depend on you?

Track the decisions returning to your desk.

For a week, note which decisions require your intervention. Group them by customer, spending, staffing, delivery and exceptions. Repeated escalation often points to unclear authority, weak information or an unresolved capability gap.

Clarify the seat before judging the person.

Define the result a role owns, the decisions it can make, the information it needs and the boundaries that require escalation. Then assess whether the person has the experience and support to succeed in that role.

Delegate with a review rhythm.

Agree on the outcome and limits, then set a regular check-in. Ask the manager to bring a recommendation and the reasoning behind it. Review results and exceptions without taking every decision back.