An officer must judge when to lead and when to delegate

Military organizations contain many people inclined toward leadership, including experienced senior NCOs. An officer may need to hand off local control because coordination demands attention elsewhere, because another person has superior experience, or because the officer's presence would inhibit that person's authority. Delegating appropriately demonstrates judgment, while doing it habitually can signal incompetence. The damage-control example captures the dilemma: taking local charge builds experience, but moving to the control board may produce a better overall result. Whatever the choice, the officer remains responsible for making it.