The job of the manager is to find the solution to problems and make decisions. The consequence conviction matrix is a way to allocate decisions to problems.
The managers should assess the problem in two categories:
- Reversible – tasks that, if able to be reversed, do not have a permanent effect.
- Consequential – tasks that have a major impact on your overall project.
Quadrants determine how to process tasks:
- Irreversible and Inconsequential = Delegate – while decisions will be permanent for these tasks, their lack of impact will lead a manager to delegate these.
- Irreversible and Consequential = Spend Time on Decisions – you, as a manager, really need to focus on these tasks.
- Reversible and Inconsequential = Delegate – lack of impact and their potential temporary nature makes these tasks appropriate for delegation.
- Reversible and Consequential = Gather Evidence – these are the perfect decisions to run experiments and gather information.
Managers are still responsible for outcomes
A manager can delegate the authority to act but cannot delegate the responsibility for the result. A manager’s decision shapes the way they decide what to delegate, when to delegate and how to prepare the subordinate to take on more delegated responsibilities.
Using the consequence conviction matrix, a manager is reminded that his job is to expand the capacity of the team members to get things done; to increase the capacity of their subordinates to output more. Managers should solicit advice and input from the team but be fully responsible for every decision that is made every step of the way.