Your managers have discussed the same approval twice. Two departments still expect each other to act. The general manager gets the problem back. Decision-rights training gives the team a method for naming who decides, who delivers and when a manager must escalate.
HR leaders and general managers can use this guide to define the problem before booking corporate leadership training in Kampala or elsewhere in Uganda.
Decision rights in plain English
A decision right gives one role authority to make a defined choice. Colleagues may advise, check risk or approve spending. The team must still know who makes the final call.
Clear authority does not give one person control over everything. It sets a boundary. A branch manager might resolve a customer complaint up to an agreed value, while the finance director approves anything above it.
Signs of an ownership gap
- The leadership team puts the same issue on another meeting agenda.
- Managers send routine choices to a senior leader for approval.
- Two departments wait for each other to start the next step.
- A manager raises a risk after the team has lost time or options.
Choose one repeated example. A pricing exception, customer recovery, staffing decision, maintenance approval or project handover gives the room something concrete to examine.
Map one live decision
Write the decision in one sentence. Then ask:
- Who makes the final call? Name a role rather than a committee.
- Whose input must arrive first? Separate required advice from courtesy consultation.
- Who carries out the decision? Give the action to one owner with a date.
- Which limit triggers escalation? Agree the cost, delay, risk or conflict that needs senior attention.
The team can then see the exact handover between roles. That handover often causes more delay than the organisation chart itself.
Choose the amount of working time
A keynote gives a larger audience shared language and a set of questions. A team lab gives managers time to map one business situation and make 30-day commitments. A full-day offsite lets a leadership group work through several linked decisions.
Match the format to the work. Choose the keynote for a common starting point. Choose facilitated working time when leaders need to resolve a live issue together.
Write the brief today
Put the audience, expected date and one repeated decision on a single page. Add the point where work slows and the action you want managers to take after the session. Send that page to the sponsor before requesting proposals.
Review The Accountability Gap corporate leadership training in Uganda to compare the keynote, team lab and offsite. The page lists starting fees and travel terms.
Use the companion guide on preparing an accountability workshop for managers to turn the business problem into a session brief.