Abe: If you have to explain it verbally every time someone asks who reports to whom, it’s outdated. Your org chart should match how decisions are actually made — not how they were made two years ago.

A: Yes — unless responsibilities are clearly divided. Dual reporting often creates conflicting priorities and diffused accountability. Every employee should know who evaluates performance and who has final decision authority.

A: When growth begins slowing because everything flows through one person. If approvals are creating bottlenecks, it’s time to delegate decision authority — not just tasks.

A: Shared ownership often means no ownership. If two people “kind of” own something, no one truly owns it. Clarify responsibilities so outcomes have one clear leader.

A: Absolutely. Confusion around supervision can impact documentation, performance management, and harassment investigations. Clear reporting structures support consistent enforcement.

A: At least annually and anytime roles expand, leadership changes, or growth shifts responsibilities.

A: Tie changes to growth and clarity, not correction. When employees understand that structure increases fairness and opportunity, morale typically improves.

A: One person. Collaboration is healthy but final authority must live somewhere specific.