be written into law. The assumption of this authority leads some to perform actions “above and beyond the call of duty.” It leads others to do their everyday jobs better than they really have to. Authority, then, lies in the law, in the respect of your workers, and in your own ability to lead. General Authority All persons in the naval service are required to maintain good order and discipline to the best of their ability and extent of their authority. All persons in the naval service have the right to exercise proper authority over those persons subordinate to them. Conversely, all persons in the naval service are charged to obey readily and  execute  promptly  all  lawful  orders  of  their superiors. Limits of Authority Authority includes the right to require actions of others by oral or written orders. Orders must be lawful and not characterized by tyrannical or capricious conduct,  or  by  abusive  language.  Organizational authority beyond that necessary to fulfill assigned duties and responsibilities is not delegated. Authority should never  be  delegated  beyond  the  lowest  level  of competence and may be limited by command. DELEGATING AUTHORITY Delegating authority means a person in authority may send another person to act or transact business on his or her behalf. Delegating authority does not relieve a person of responsibility. Personnel at each level should delegate as much decision making authority as possible to the level below them and hold those people accountable. This accounting gives the person to whom the individuals report an account of their success or failure. PURPOSE OF DELEGATING Many managers have great difficulty delegating authority (power). Delegation is not giving away power. Power-motivated managers make their subordinates feel stronger through sharing their power. You retain responsibility when you delegate power; indeed, you cannot give away or delegate responsibility. When delegating a task, also delegate the authority necessary to carry out a task. Failure to do this negates the purpose of delegation. Withholding power results in less confident subordinates who are afraid to attempt projects for fear of failure. In today’s Navy, personnel cuts and reductions in force among officer ranks is commonplace. Many senior and master chiefs now fill billets formerly occupied by officers. You may not be commissioned, but the responsibility goes with the position. You cannot “do it all” and still hope to do a good job. Delegation is an essential part of management. Learn to use it and reap the benefits. Your subordinates will learn to act with confidence and a sense of responsibility that is only learned through experience. Your own job will be much easier, with more time for training future managers. Managers are often guilty of delegating burdensome tasks that should remain at their level. A manager must know when to delegate and when to do a task personally. Avoid overtasking your subordinates. If a particular job needs your personal attention, it should not be delegated. Delegation is a tool you should use to manage your time so that you will be able to perform these tasks. RESPONSIBILITY AND ACCOUNTABILITY Standard Organization and Regulations of the U.S. Navy (SORN), OPNAVINST 3120.32B, states the following: “Authority should be delegated to the lowest level  of  competence  commensurate  with  the subordinate’s assigned responsibility and capabilities. The principles of delegation also recognize, however, that officers at all levels must be accountable ultimately for the performance of their organizational segments even if they have charged subordinates with immediate authority for managing certain functions.” GUIDELINES FOR DELEGATING To follow through on planning and organizing and optimizing use of resources, you must delegate effectively. To delegate effectively, you must exercise the following leadership traits: Clearly  delegate authority  for  task accomplishment to others. Use the chain of command to get your people to share in task management. Encourage your people to seek responsibility by ways other than direct orders to do a job. Effective delegation is not just assigning work; it also includes motivating your people by extending to 4-3