Delegation poker is a collaborative game from the Management 3.0 framework that helps teams and managers agree on who holds decision-making authority for specific topics. Instead of assuming authority sits with the manager by default, delegation poker makes the conversation explicit.
Each participant secretly picks a delegation level from 1 (Tell) to 7 (Delegate), then everyone reveals simultaneously. Disagreements spark conversation, and the group records an agreed level. Over time, this builds a delegation board: a visible reference showing how authority is distributed across different types of decisions.
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The first participant added is marked as the manager. Add at least two participants to begin.
No decisions recorded yet. Complete a poker round and add the agreed level to build your delegation board.
The manager makes the decision and informs the team. There is no discussion or input sought. This is appropriate for urgent matters, compliance requirements, or decisions where the manager has clear accountability and the team does not need context to execute. Example: "We are moving to a new office building on 1 March."
The manager makes the decision and explains the reasoning. The team does not influence the outcome, but understanding the rationale helps with buy-in and execution. Use this when the decision is final but the team benefits from knowing why. Example: "I have chosen this vendor because their security certifications match our compliance needs. Here is why that matters for our roadmap."
The manager asks for input before deciding. The team's perspective is valued and may influence the outcome, but the final call remains with the manager. This works well when the manager has ultimate accountability but the team has useful expertise or context. Example: "I am deciding on our Q3 priorities. What should I factor in from your side?"
The manager and the team decide together as equals. This is true consensus: no one person has a veto or the final say. Use this for decisions that affect everyone equally and where shared ownership is important. Example: "Let us agree as a team on our working hours and remote work policy."
The team decides, but the manager offers input and advice first. Authority has shifted to the team, though the manager's perspective is still part of the process. This suits decisions where the team has the most relevant expertise. Example: "You are choosing the testing framework. My suggestion is to consider compatibility with our CI pipeline, but the decision is yours."
The team decides and then informs the manager. The manager does not give input beforehand but stays aware of the outcome. This works when trust is established and the manager needs visibility without influence. Example: "Choose how you want to run your daily stand-ups. Just let me know what you decide so I can adjust my availability."
The team decides fully, with no requirement to inform the manager. Complete autonomy. This is reserved for decisions where the team has full ownership and the outcome does not affect others outside the team. Example: "Organise your own team social events however you like."