The following content has nothing to do with the TV series "Game of Thrones." Any resemblance is purely coincidental. 

My friend has been feeling troubled recently because his boss assigned him a task to ensure the completion of a certain job. However, another colleague is actually responsible for carrying out the task. Since that colleague is unable to complete the job successfully, my friend has to follow up on it. Unfortunately, things are not going smoothly. Since the colleague does not report to my friend and is not obligated to listen to his instructions. Yet, when the job is not done well, the boss holds my friend accountable. As a result, my friend ends up taking the responsibility for the task upon himself. 

Upon hearing my friend's story, my initial reaction was that when accepting the task, they should have strived to obtain the corresponding authority because authority and responsibility go hand in hand. My friend's situation is one where he has the responsibility but not the authority, so he ends up being accountable for someone else's work. Conversely, if someone has the authority but not the responsibility, it might not have a negative impact on them personally, but it can have adverse effects on the company and other colleagues. 

When discussing authority, I would borrow philosopher Bertrand Russell's theory and divide authority in office into three levels: 

1. Direct orders: This is the most straightforward way to exercise authority—issuing direct commands to subordinates to complete tasks. Depending on the tone and content, different effects can be achieved.

2. Establishment of systems: Using power to establish systems and delegate some authority, ensuring that subordinates follow the established systems. The benefit is that the person with authority doesn't have to give orders personally, as subordinates will automatically follow the established systems.

3. Creating culture: When someone with authority can effectively create a culture that benefits them, subordinates become unconsciously bound by the culture and create a work environment that reflects the nature of the person with authority, even beyond the established systems. 

In general, the higher the level, the better the effectiveness of authority. Taking report generation as an example, at the first level, the supervisor instructs the report to be done each time. At the second level, a timetable is established, and employees create the report according to the timetable. The highest level is when employees recognize the need for the report and autonomously suggest creating it. Since it is a self-initiated suggestion, they naturally put in their best effort to complete it. 

In the office, there are primarily four sources of authority: resources, knowledge, strategic planning, and interpersonal networks. Those who hold authority in their work usually possess at least one of these sources. For example, a company's CEO holds control over the company's resources, giving them substantial control. As supervisors, it is essential for us to understand our own sources of authority, but more importantly, how to apply that in our work. Because a significant portion of a supervisor's job is not about handling the work itself but about rallying a group of people to get the work done together. Therefore, the effective use of authority by a supervisor is crucial. 

Authority can flow in various ways. Sometimes, when a supervisor lacks influence over their department, they may be unable to manage subordinates effectively, resulting in a gradual transfer of actual authority to the subordinates responsible for the actual work. The supervisor becomes fearful and falls victim to a situation where "the subordinate surpasses the superior," unable to develop the department according to their desires. If a supervisor fails to realize that they are the cause of the problem, they can easily fall into a vicious cycle, assuming the role of a victim. 

At other times, a supervisor may tightly hold onto authority and be unwilling to delegate, making all decisions themselves. However, such a culture often erodes people's willpower, and subordinates may gradually lose their autonomy. This can lead employees with growth needs to choose to leave, while those who remain become subservient. This management structure brings about stability in personnel but stifles the department's innovation and learning capabilities. In reality, each method of exercising power is a double-edged sword, with advantages and disadvantages. Therefore, the most important thing is to know how to flexibly apply authority. 

Lastly, I'd like to share a classic work on authority, Robert Greene's "The 48 Laws of Power". The first law is "Never Outshine the Master". Sound familiar? It shows that there are similarities in the understanding of authority between the East and the West.

Simon So

Chief Experience Officer of Hantec Group