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Which decisions still need to come to you?
Examine recurring escalations to clarify authority, development needs and appropriate leadership involvement.
When every uncertain deal reaches the manager, both the person and the system deserve attention.
For a week, note the decisions people bring to you. Which require your authority? Which need expertise? Which could the person handle with clearer expectations or practice?
Choose one recurring situation. Define the decision boundaries and ask the person to prepare a recommendation before coming to you.
Review their reasoning and agree how you will handle the next example. Keep escalation available when the risk or responsibility requires it.
The goal is better judgement and appropriate ownership, supported by clear leadership.