A capable executive can become the person who rescues work whenever it is late or uncertain. Colleagues appreciate the help, deadlines are met and the underlying ownership problem survives.
Over time, the rescue becomes part of how the organization plans.
Examine the recurring rescue
Choose a task you have taken over more than once. What was missing before you stepped in: skill, time, authority or a clear expectation?
The answer determines the response. Training may help with skill. A realistic priority may help with time. Taking the task back solves neither issue permanently.
Talk with the responsible person before the next deadline. Agree on checkpoints where a problem can be raised while there is still time to address it.
Stay involved without becoming the owner
Ask for the person's assessment and recommendation. Provide the information or decision they need, then leave responsibility where it belongs when that is reasonable.
There will be situations where immediate intervention is necessary. Afterward, review why and what will prevent the same pattern next time.
Measure improvement by whether the work can be completed reliably without rescue. Your personal ability to save the deadline is useful in an emergency. It becomes a constraint when the organization cannot distinguish an emergency from its ordinary operating model.
