delegation

If you’re the default problem-solver in your company, you’ve become the bottleneck.

The 1–3–1 delegation framework is a simple way to break that pattern and train your team to think and decide for themselves.

It works like this:

1. ONE Problem
   When someone comes to you, they must define one clear problem.
   • Ask: “What is the one problem we’re trying to solve?”
   • Don’t allow a laundry list. Force clarity.
2. THREE Options
   They must propose three possible solutions.
   • Ask: “Give me three options for how we can solve this.”
   • Do not accept “I don’t know, you tell me.”
   • This pushes them to think instead of dumping the problem on you.
3. ONE Recommendation
   They must choose one path and back it.
   • Ask: “Which option do you recommend, and why?”
   • Then you either:
     • Approve it
     • Approve with tweaks
     • Or suggest a better alternative (now on a much better thinking base)

You’re no longer the person with all the answers. You’re the person who insists others use their brain before they use your calendar.

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Example: Inventory Problem

Your operations lead walks in and says:

“Stock is all messed up in the warehouse. Orders are getting delayed. What should we do?”

Using 1–3–1:

1. One problem
You: “What is the one problem we’re solving?”
Them: “We don’t have a reliable way to ensure new stock is checked, entered into the system, and placed in the correct rack on time.”

Now you’re solving a real problem, not vague chaos.

2. Three options
You: “Okay, give me three options.”
Them:

1. Create a simple SOP for how new stock moves from gate → QC → system → rack.
2. Assign a single owner per shift responsible for final verification and sign‑off.
3. Introduce a daily 10‑minute standup at the warehouse to review previous day’s misses and fix root causes.

3. One recommendation
You: “Which one do you recommend, and why?”
Them: “Start with option 1 this week (SOP), combine with option 2 (clear owner). If needed, add option 3 later. This will immediately reduce errors and confusion.”

Now you’re deciding on a thoughtful recommendation, not rescuing someone who hasn’t done the thinking.

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Why 1–3–1 Works

• You stop being the bottleneck. People learn to come with solutions, not just problems.
• You build leaders, not followers. Thinking becomes a requirement, not a bonus.
• You get better decisions. Options + reasoning expose blind spots and improve judgment.
• You buy back your time. Every 1–3–1 conversation is an investment: less dependency next time.

Adopt a simple rule in your company:

“If you bring me a problem without 1–3–1, we’re not discussing it yet.”

Do this consistently, and in a few weeks you’ll notice: the quality of thinking around you goes up, and your calendar finally starts to breathe.