The framework · Staff lens
Measure dependency, not effort.
Not "How busy am I?" but "What moves without permission?" Each dimension asks how much your daily work relies on your direct manager. Higher = more independence. Required approvals and sensible escalation can be appropriate.
Would growth continue if your manager took a month away?
B1If your Direct Manager took an unexpected one-month sabbatical with no email access, what would happen to your department's ability to drive new revenue or growth?
0 · Total Reliance
Growth would completely halt. I rely entirely on my Direct Manager to generate leads and close major deals.
25 · Administrative Support
I assist with basic proposals and follow-ups, but my Direct Manager drives the actual revenue generation.
50 · The Split Engine
I can acquire and close small-to-medium accounts independently, but I cannot close major deals without my Direct Manager.
75 · Pipeline Ownership
I own my pipeline and close most revenue independently. My Direct Manager only steps in for high-level strategic partnerships.
100 · Autonomous Engine
My revenue generation is fully systematized. I continue closing deals seamlessly, entirely independent of my Direct Manager.
B2Who owns the relationship with your most important clients or partners?
0 · Manager-Owned
My manager holds every key relationship. Clients don't really know me.
25 · Copied In
I'm copied on threads, but my manager leads every meaningful conversation.
50 · Shared Accounts
I own day-to-day contact; my manager owns the strategic relationship.
75 · Primary Contact
I own most relationships. My manager joins only for strategic moments.
100 · Trusted Owner
Clients see me as their primary partner. My manager is rarely involved.
Role-to-autonomy matrix
Average = (B + O + P + T + A) ÷ 5
A · High role · Score < 50
The Stifled Executive
You are an expensive order-taker. Despite your senior title, you are functioning at Level 2 (The Recommender). Either your manager refuses to let go, or the functional competency required to earn their trust has not yet been demonstrated.
Impact: The company's growth is capped by executive cognitive load, and your professional growth is stunted.
B · High role · Score > 75
The Autonomous Leader
You are operating at Level 5 or 6 (Independent Operator). You are a true executive.
Impact: You are driving enterprise value. Shift focus from daily operations to strategic expansion and long-term equity / wealth-sharing.
C · Low role · Score > 75
The Rising Star
You are operating well above your pay grade, executing at Level 5 (Independent Operator) with zero hand-holding.
Impact: You are a flight risk if not recognized. You're ready for middle management and should request leadership training.
D · Low role · Score < 50
The Developing Executor
You are operating at Level 1 or 2 (The Order Taker). This is a completely normal baseline for a junior role.
Impact: Master your daily KPIs to reach Level 4 (The Executor), where you inform management of outcomes instead of asking permission.
E · Reporting-line overlay
The Middle-Management Fracture
You are being micromanaged, but not by the founder. Managers hired to run the company may be acting as gatekeepers, creating a culture of permission.
Impact: The business needs to upskill the middle-management tier in situational leadership so they stop hoarding tasks and start empowering teams.
Discussion prompts, not diagnoses. Scores of 50–75 and Team Lead, Specialist or "Other" roles have no dedicated scenario — read the individual dimensions.
Six levels of delegation · shared with VentureBaseline
L1
Look & Report · 0–16
The Order Taker
Staff gather data but hold no operational authority; work halts until management issues instructions.
Manager style: The Dictator
L2
Look & Recommend · 17–33
The Recommender
Staff give sound recommendations but can't act; execution stalls until management validates.
Manager style: The Validator
L3
Propose & Wait · 34–50
The Collaborator
Staff build complete action plans, but momentum stops while they wait for explicit approval.
Manager style: The Gatekeeper
L4
Execute & Inform · 51–66
The Executor
Staff act immediately within clear parameters; management is informed as an FYI.
Manager style: The Boundary Setter
L5
Execute & Update · 67–83
The Independent Operator
Staff own daily fulfilment; management only reviews final outcomes.
Manager style: The Empowerer
L6
Autonomous Execution · 84–100
The Autonomous Owner
Staff run the department, set its strategy, develop their team's competencies and drive growth.
Manager style: The Silent Investor
Mental bandwidth
Autonomy is what you're allowed. Bandwidth is what you can carry.
Each dimension adds one planning-horizon question: how far ahead your work runs before anyone checks in. Staff then work through the Broken Machine, a short business case where orders are late, refunds are rising, a key client wants to leave and cash is tight. Four multiple-choice questions show how you connect clues, sequence a fix, balance trade-offs and prevent repeats. Horizon (40%) and the case (60%) combine into one bandwidth score.
01
Focused
Handles well-defined tasks one at a time.
02
Connecting
Pulls several factors together into one sound decision.
03
Sequencing
Plans multi-step work where each step depends on the one before.
04
Orchestrating
Runs several interdependent workstreams and balances the trade-offs.
Results compare bandwidth with autonomy: untapped capacity, stretched or aligned. Grounded in Elliott Jaques' Stratified Systems Theory.
Hersey & Blanchard
Situational Leadership
Leadership adapts to team competence. Low scores often mean you're stuck in 'Directing'. Prove competency and reliability to move your manager to 'Delegating'.
Michael Gerber · The E-Myth
Technician vs. System Builder
Waiting for your manager to solve problems is technician work. Autonomy comes from building the rules the technology and junior staff follow.
The 80/20 rule
The Pareto Principle
Master the critical 20% of high-impact tasks (revenue, fulfillment) to earn the trust to act independently on the rest.