Does the same problem keep coming back despite your repeated instructions to “take care of this”? Welcome to the concept of Upward Delegation. It’s what happens when followers approach problem solving with dread. They repeatedly send a problem back up the chain of command, hoping you’ll eventually run out of patience and settle the issue yourself.

The solution lies at the core of the problem: dysfunctional followers will not tackle a problem unless they’re confident of a positive result. Therefore, you’ll need to create a safe learning environment where your direct reports can explore possible solutions without fear of recrimination.

Start by gathering those affected to discuss the problem. Help them understand that now is the only time reference that matters. Facilitate the discussion by keeping them from dredging up past events. Resist the temptation to offer a solution. Being the one with the right answers might make you feel good, but it contributes little toward building confidence in your followers.

Four steps to a better future

You’ve probably noticed that these folks have a great need for skill training in collaborative problem solving, but don’t worry. Though their lack of formal training may slow the process, it need not stop it.

Introduce the four-step process outlined below. It’s designed to inspire underachievers to solve their own problems, thus freeing high performers for more challenging tasks.

Step 1: Identify the Cause.

• What created the deviation from expectations?

• Define precisely what went wrong.

• Gather information on what, where, when and how it happened.

• Explore the factors that might have triggered the deviation.

• Select the most likely cause for the deviation.

• Test assumptions—is the problem likely to recur?

Step 2: Select the Solution.   

• What action should be taken?

• Determine who “owns” the problem.

• Define the desired results.

• Generate a list of workable options in priority order.

• Invite input from those impacted by the alternatives.

• Pick the solution most likely to work.

Step 3: Implement the Resolution.

• What might prevent a successful outcome?

• Seek out possible opposition to the action plan.

• Brainstorm potential threats to the decision.

• Determine the severity of each threat.

• – Estimate the probability of a negative outcome.

• Clarify authority, responsibility, and reporting relationships.

Step 4: Evaluate the Result.

• What happened? Did the solution work?

• Set timelines and measurements.

• Establish positive incentives for compliance.

• Make sure appropriate actions were taken.

• Follow-up to see if the problem was resolved.

• Record the results.

This process can only be effective when all four steps are followed, so it’s important for the trainees to know where and when they’re being plugged into the process. Before you start, discuss who’s responsible for which of the four steps.

The most overlooked element is the evaluation in Step 4. It’s a mistake to assume that an implemented solution has worked—or that you’ll know about any failures in a timely fashion. Often, when an apparent remedy fails, no one says anything. In fact, dysfunctional employees distance themselves from these unresolved problems because they don’t want to be in range when the “stuff hits the fan.” 

Remember, dysfunctional employees fear making mistakes. To gain confidence in the four-step process, dysfunctional employees need opportunities to start over, without penalty, should their first solution turn out to be a dud. Only when they’re encouraged to pick up the pieces and try again will they begin to trust the process and ultimately themselves.

Instead of letting a problem fester or passing it off to someone else, dysfunctional employees will begin to look for opportunities to brainstorm solutions. As a result, their natural curiosity will be maintained, and their confidence sustained. And you won’t have your patience tested with Upward Delegation ever again.