What Are Decision Rights?
Decision rights define who has the authority to make specific choices within an organisation. It’s the unwritten rulebook that dictates who can hire a new team member, who can approve a budget, who needs to be consulted on a new project, and who simply
needs to be informed of a change. For a new manager, having a fancy title without the corresponding decision rights is like being given a car without the keys. You have the responsibility, but not the ability to drive results. Research shows that when there is ambiguity around who is responsible for decisions, delays and frustration are a primary consequence.
Why Vague Authority Is a Trap
Stepping into a leadership role is a major transition. New managers who are not properly trained or empowered often struggle. If you cannot make key decisions about your team and your work, you cannot truly be held accountable for the outcomes. This ambiguity leads to several problems. You may become a bottleneck, constantly having to seek approval from your own boss for minor issues. This slows down your team, erodes their confidence in your leadership, and leaves you feeling powerless. Ineffective managers often hoard information or fail to empower their teams, which can stem from their own lack of authority.
The Key Areas to Investigate
Before accepting an offer, you need to get a clear picture of the authority that comes with the role. Your investigation should focus on three critical areas: People Decisions: This is arguably the most important area. Do you have the authority to hire for your team? Can you put an underperforming employee on a performance improvement plan? Do you have significant input into promotions, raises, and bonuses for your direct reports? Or are these decisions made by a committee or a more senior leader with you only providing a suggestion? Budget and Resource Decisions: A manager's job often involves allocating resources. You need to know what your signing authority is. Can you approve software purchases for your team up to a certain amount? Can you authorise overtime or approve travel expenses without needing three other signatures? Understanding the financial guardrails of your role is critical. Process and Strategy Decisions: How much say will you have over how your team works? Can you change team processes to improve efficiency? Will you have a voice in the strategic projects your team takes on? Or is your role simply to execute a strategy handed down from above? A 'Player/Coach' role is common for first-time managers, where you both produce work and lead, but you need to know where the balance lies.
Tactful Questions to Get the Answers You Need
You don't have to be confrontational to get this information. Frame your questions during the interview process as you seeking to understand how to be successful in the role. Try asking some of the following: "Could you walk me through the process for hiring a new member of this team? What would my role be?" "How are budgets for team resources, like training or software, typically approved?" "When it comes to performance reviews, how does the company handle decisions on compensation and promotions? What is the manager's role?" "Can you give me an example of a recent decision a manager at my level made that had a positive impact on their team?" * "How are disagreements on strategy or project direction typically resolved within the department?"
Red Flags to Watch For
The answers you receive—or don't receive—can be very telling. Be wary if the hiring manager is vague or evasive. If they can't clearly define your scope of authority, it's likely because it isn't well-defined at all. Another red flag is a culture of micromanagement, where every small decision requires multiple levels of approval. This signals low trust in managers. Similarly, if the manager seems to shift blame or talks poorly about other employees, it can indicate a toxic environment where taking responsibility is not valued.
