In this episode of Culture Bites, host Dominic Gourley explores why delegation often breaks down — and why the issue is usually not a lack of initiative, but a lack of clarity.
Dominic introduces the Delegation Tree, also known as the Decision Tree, a practical framework from Susan Scott’s Fierce Conversations. The model helps leaders clarify what decisions team members can make independently, what they should keep leaders informed about, what needs consultation, and what should remain with the leader.
He also explores the mindset traps that stop leaders from delegating well, including the “advice monster” from Michael Bungay Stanier’s The Advice Trap, and shares practical steps for building ownership without rescuing, over-controlling, or taking work back.
Subjects Discussed
- Why delegation often fails
- The difference between a delegation problem and a clarity problem
- The “advice monster” and why leaders default to giving answers
- The four levels of the Delegation Tree
- Leaf, branch, trunk and root decisions
- How to use the Delegation Tree with your team
- How to move decisions further “up the tree”
- Why different team members may need different trees
- How to delegate clearly by “painting done”
- How to set people up for success without rescuing them
Key Insights
Delegation problems are often clarity problems
When every decision comes back to the leader, it is easy to assume the team lacks initiative or ownership. But often, people simply do not know what decisions they are allowed to make, what they should check in on, what “done” looks like, or what level of risk they can carry.
Delegation is not just yes or no
Leaders often treat delegation as binary: either the team member owns it completely, or the leader holds onto it. The Delegation Tree creates more useful levels of authority, allowing leaders to gradually build capability and trust.
Leaders need to tame the advice monster
Many leaders step back into decisions because they want control, want to help, or believe they could do it better. The challenge is recognising that voice, naming it, and resisting the urge to rescue when the team is simply learning.
The Delegation Tree creates a shared language
Once a team understands leaf, branch, trunk and root decisions, leaders can use simple shorthand: “That’s a branch decision” or “That’s a leaf.” This makes expectations clearer and reduces unnecessary check-ins.
Delegation should develop judgement
Trunk decisions are especially useful for coaching. The team member does the thinking and brings a recommendation, while the leader helps test the reasoning before action is taken. Over time, those decisions can move further up the tree.
Not every decision should be delegated
Some decisions appropriately sit with the leader, especially where there are budget, safety, risk, authority or accountability implications. Clear delegation also means being clear about what is not delegated.
“Paint Done” before handing work over
Effective delegation starts with clarity about the outcome. People need to understand what success looks like, why it matters, when it is needed, what standard is expected, and what authority they have to act.
How to Use the Delegation Tree
Leaf Decisions
The team member makes the decision, acts on it, and does not need to report back.
Example: “You can adjust the order for today’s tasks based on what is happening on site. You don’t need to check in with me.”
Branch Decisions
The team member makes the decision and acts on it, but keeps the leader informed afterwards.
Example: “If you need to swap two people around to cover a short term issue, go ahead. Just let me know at the end of the shift.
Trunk Decisions
The team member thinks it through and brings a recommendation, but consults the leader before acting.
Example: “Come to me with your recommendation for handling the supplier delay, and we’ll check it together before you act.”
Root Decisions
The decision sits with the leader.
Example: “Any decision that changes the budget or creates a safety risk needs to come to me first, and I’ll make the call.”
Resources Mentioned
- The Advice Trap by Michael Bungay Stanier
- Fierce Conversations by Susan Scott
- Human Synergistics Australia
- Culture Bites Podcast
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