Last week, we took a closer look at the elected members of the Department Executive Committee and their specific roles. The key points to remember are: The Department Executive Committee does not run programs day to day, and no single member has authority on their own. The DEC works only as a group, during official meetings, to carry out the will of the membership by following the Constitution, Bylaws, and Operating Procedures. Every DEC role exists to provide oversight, stability, and accountability – not personal power.
This week, we will take a closer look at Authority in the Legion.
Who Decides What? Authority – and Who Owns the Problem
One of the most common questions Legion members face is simple: who actually gets to decide things? Closely behind it another question, that frequently causes confusion, must be considered: who owns the problem when something needs to be fixed?
These two questions are connected. In the American Legion, decisions and responsibility do not belong to personalities or titles. They belong to the proper level of the organization, acting through the rules and processes we have agreed to follow.
The American Legion is built from the bottom up. Everything begins with YOU! As individual members, we are all organized into Posts. Each local Post is authorized and chartered by the National organization; Posts are the the bedrock – the very foundation of the American Legion. Departments exist to coordinate and govern statewide matters. Districts exist to connect Posts and support programs at a more local level. The National organization exists to set overall direction and protect the Legion’s congressional charter. Because of this structure, problems are “owned” at different levels, depending on where they arise. In simple terms, who has the authority to fix the problem depends on who owns the problem to begin with..
Understanding who owns a problem starts with distinguishing between advice and authority. Legion leaders often give guidance, suggestions, and recommendations. That is normal and healthy. But advice does not transfer ownership of a problem. Authority comes from the National Constitution and By-Laws, the Department Constitution and By-Laws, and from votes taken by the appropriate body. Until the proper body takes action, the problem will not be resolved – even if many people at other levels are talking about it.
This is why process matters. The American Legion is a congressionally chartered organization. Federal law allows the National organization and Departments to provide leadership and guidance, but it does not allow them to control the day-to-day affairs of local Posts. That balance protects local decision-making and makes it clear where responsibility rests. When a problem belongs to a Post, it cannot be solved by the Department (or National HQ) acting alone. When a problem belongs to the Department, it cannot be solved by individual officers acting without approval. Owning the problem means solving it at the right level, in the right way.
Titles often blur this line. A title shows responsibility, not unlimited power. Commanders chair meetings. Adjutants manage records and administrative matters. Finance officers safeguard funds. None of these roles automatically own every problem that comes along. Simply put, no officer has the authority to be “the decider” on their own. Real authority – and real ownership – comes from collective decisions made by the proper body, supported by agendas, discussion, votes, and recorded minutes. Without those steps, a problem may be discussed, but it has not yet been officially addressed.
When steps are skipped, problems tend to bounce around, or even escalate, instead of getting solved. Members may assume someone else is handling it. Officers may feel pressured to act without authority. Frustration grows, and the trust of our members erodes. Clear process prevents this by answering two important questions up front: who owns the problem, and how does it move toward a decision?
When members understand who decides what, they also understand who is responsible for fixing what. Questions go to the right place. Expectations are clearer. Decisions may still take time, but they are more likely to stick. Strong organizations are built when members understand the system and trust it to work as designed. When everyone knows who owns the problem – and who does not – the Legion is better able to focus on its mission and move forward together.
Trust the process!
Sources / References:
36 U.S.C. Chapter 217, Section 21704 (Congressional Charter of The American Legion)
The American Legion National Constitution and By-Laws
Department Constitution and By-Laws
Post Adjutant’s Guide, The American Legion
District/County Commander’s Guide, The American Legion