Meaning

When an APM, PM, or Superintendent does not actively track decisions and close loops, work begins to drift. Open items linger because no one clearly owns the follow-up. Leadership is then pulled in late, using authority to recover control that should have already existed.

Example Under Pressure

On a live project, an APM is logging RFIs, a PM is handling owner communication, and the Superintendent is running the field. Several coordination items remain open, but no one is clearly tracking who owes what or when decisions need to be closed.

The APM assumes the PM is handling it. The PM assumes the Superintendent will address it in the field. The Superintendent assumes the issue was already resolved in the office. Days pass. The issue resurfaces during execution, now affecting schedule and cost.

At that point, leadership steps in frustrated, issuing direction to regain control. Authority is applied late, not because leadership failed to lead, but because expectations for control were never clearly established or reinforced early.

Principle Clarification

This principle establishes that authority is most effective when control already exists. Control is created through visibility, follow-through, and closed loops, not by escalation. When control is identified early, authority reinforces progress instead of being used to rescue a failing situation.

“Control prevents authority from being used as a rescue tool”