Delegation is never just about handing responsibility to someone senior or experienced and hoping for the best. It is about understanding capability, motivation and intent; and matching leadership oversight accordingly. Recent reporting around the Peter Mandelson case presents a reminder of what can happen when trust is assumed rather than tested.
Lord Mandelson’s appointment as British Ambassador to the United States was controversial at the time. While respected for his political experience, questions were raised about judgement and past associations. Despite those voices of concern, the role was confirmed; most likely because Sir Keir Starmer viewed him as a safe, reliable pair of hands for a high-profile post.
What appears to have been missing, however, was a deeper assessment of what doing a good job in that role actually looked like, and whether Lord Mandelson’s motivations, both previously and presently, were fully aligned with the interests of his country and his Prime Minister, rather than personal or historical considerations.
This is the sort of mistake that organisations can and do make, potentially every day.
Experience is often mistaken for competence. Seniority is confused with reliability. And trust is extended without first checking whether it is genuinely deserved.
Only time will tell, although probably sooner rather than later, whether Kier Starmer asked enough questions to ensure that he could truly trust Peter Mandleson in such a prestigious role. Indeed, the clear lack of expectation and mutual understanding of what good looked like, has resulted in Kier Starmer’s trust in Peter Mandleson being broken.
Why Effective Leadership (SLII) Matters
This is a good example of where Effective Leadership training, as delivered by us, at HR Champions, helps leaders make better decisions.
Within this workshop we cover several aspects of leadership, including the Blanchard SLII model, gives managers a practical framework to assess both competence and commitment, rather than assuming either. It categorises individuals into four clear development levels:
- D1 – Low Competence, High Commitment
Enthusiastic beginners who want to do well but don’t yet know how. - D2 – Low to Some Competence, Low Commitment
Skills are emerging, but confidence and motivation dip as reality sets in. - D3 – Moderate to High Competence, Variable Commitment
Capable individuals who can largely be trusted but still need reassurance and support. - D4 – High Competence, High Commitment
The gold standard. People who know what good looks like and can be trusted to deliver independently.
Each development level requires a matching leadership style, from close direction through to full delegation.
Where this situation appears to have unravelled for Kier Starmer is in the assumption that Lord Mandelson was operating at D4, high competence and high commitment, when evidence now suggests he may have been closer to D2: capable in parts, but with questionable motivation, dubious judgement, and a lack of understanding as to the level of integrity required to represent his organisation, the Labour Government.
Sir Keir appeared to believe he could “set him off and let him fly”. In SLII terms, that is only effective when the individual has proven both ability and alignment. Without that, delegation becomes abdication, and risk escalates quickly.
Whether appointing a senior leader, promoting a manager, or delegating a critical project, leaders must resist the urge to assume trust. Trust must be earned, tested and reviewed.
If you want your managers to delegate effectively, assess capability accurately and build trust without exposing the business to unnecessary risk, talk to HR Champions Limited today about our Leadership training programmes.
We help leaders get the best from their people while keeping performance, motivation and accountability high. Call us on 01452 331331, or complete the contact form.
