Escalation exists for one reason: to move work faster when the stakes rise. This pattern shows up alongside issues like meeting overload and disconnected data.
So when escalation feels slower than the problem, something fundamental is broken.
Escalation is supposed to compress time
In theory, escalation should do three things:
- surface risk quickly
- assign authority clearly
- unlock decisions without delay
In practice, escalation often does the opposite.
Why escalation turns into friction
Most organizations still treat escalation as a conversation instead of a mechanism.
Here’s the pattern:
- someone notices a problem
- they check whether it’s real
- they gather screenshots
- they message a few people
- they wait for confirmation
- leadership gets notified late
- a meeting gets scheduled
By the time a decision lands, the situation has already changed.
Escalation fails when ownership isn’t explicit
Escalation only works when authority is pre-assigned.
If people have to ask:
- Who’s allowed to decide this?
- Is this “bad enough” to escalate?
- Do we have enough information yet?
Then escalation becomes cautious instead of fast.
The middle-manager bottleneck
Middle managers feel this first.
They’re accountable for outcomes, but escalation paths are vague. So they hesitate. They verify. They double-check.
“I don’t want to escalate too early — but I don’t want to be late either.”
That hesitation isn’t personal weakness. It’s a system design flaw.
Why escalation lags behind reality
Problems move continuously. Escalation moves in steps.
Each step adds delay:
- manual confirmation
- context rebuilding
- status reconciliation
- decision re-explanation
The problem never pauses while escalation catches up.
Escalation should trigger — not negotiate
Fast escalation doesn’t rely on judgment in the moment. It relies on rules decided in advance.
When escalation depends on:
- someone’s confidence
- someone’s availability
- someone’s willingness to push
It will always be slower than the problem.
What to fix first
- Define escalation thresholds before incidents happen.
- Pre-assign decision owners for specific scenarios.
- Attach escalation to conditions, not conversations.
- Capture decisions where the work is happening.
When escalation is built into the system, speed returns naturally.
The real takeaway
Escalation feels slow when it’s treated as an exception.
The organizations that move fastest treat escalation as part of normal execution — not a special event that requires permission.
If escalation feels heavier than the problem itself, the system is asking people to compensate for missing structure.
That’s not a people problem. It’s a design problem.
When escalation depends on people instead of structure, delay is guaranteed.
FAQ
Why does escalation slow teams down instead of speeding them up?
Because it’s often handled manually. People rebuild context, seek permission, and wait for alignment instead of triggering predefined actions.
Is escalation supposed to involve meetings?
No. Meetings are a fallback when escalation rules and ownership are unclear.
What is a Business Momentum System (BMS)?
A Business Momentum System is designed to keep work moving. It handles follow-ups, handoffs, next actions, and escalation before information reaches a CRM or reporting layer.
Where does TODD fit?
TODD is our Business Momentum System. It turns escalation into system behavior instead of manual coordination.
Do we have to replace our existing tools?
No. Most teams keep their core tools and add a momentum layer that carries ownership and decisions forward.
Tyrone Showers