Know when to bring someone else in
Use a clear role-based handoff when a concern or decision goes beyond your current authority.
A manager can listen, clarify the next step, and seek guidance without diagnosing a concern or promising an outcome.
Match the next step to the situation
Keep the employee informed about what you will do next.
Routine work or coaching
- Ask the employee for a specific example of where the work is getting stuck.
- Agree one manageable next action and a time to review it.
- Bring a recurring team-level obstacle to your manager with its impact and examples.
A concern beyond your role
- Listen without diagnosing or promising a result.
- Use the confidential People support route for guidance on the appropriate next step.
- Tell the employee what you will do and when you will update them, without promising an outcome.
An unclear process or decision boundary
- Pause a decision that exceeds the authority you understand yourself to have.
- Ask your manager or the relevant process owner who can make the decision.
- Return to the employee with the clarified owner and next step.
Keep the handoff clear and respectful
A useful handoff gives the next role enough context to advise, without turning a private conversation into team news. Explain to the employee what you plan to share and with whom; if you are unsure how to handle the information, seek guidance through the appropriate confidential People support route.
Jordan records agreed work actions in the team's normal work notes, keeps private details out of shared shift handoffs, and returns to the employee at the agreed time. For official people policies, confidential support, and local manager responsibilities, use the organization's authoritative internal resources and the appropriate People role.
Terms: An observable expectation names the work and evidence someone can check. A decision boundary states what a delegated colleague may decide independently and what must be referred to an authorized role.