Delegation of authority is said to be a growth path for all those subordinates whose shoulders bear the files and notes of work. For the person delegating his authority and responsibility on others, the process is a clear sign of not holding all important work to himself, and believing in his team and entrusting upon them important work and the power to make decisions.
However after so much of delegation of responsibilities there are certain times and moments of oh-ah when the person himself ends being ignorant of many of the processes that were passed down the line of hierarchy. He may have been the source at one point of time, but now that he has made his subordinate the SPOC of the entire process, little comes his way but a mere feedback once a fortnight or maybe never as long as the flow is there. Along come sticky situations at times, when the super-boss decides to query on matters or clients (employees for the HR) want some information, and the beholder of the post has no answers to the queries. He requires some moments to himself and some minutes from the subordinate to receive a briefing. All this while he was comfortable being ignorant, or had other pressing issues under his consideration.
However the responsibilities if delegated to such minutest of the levels, many a times cause more of a problem than just being helpful where follow-up is not considered as necessary as getting things just done. So it’s not just about getting efficient, reducing one’s work load and channelizing it to proper direction; it's about following it up and digging deeper in times of movement of information; than just wait for the river to take its course and when rains come lashing down, a desperate look to find the basin.
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