The article discusses the concept of shifting authority within organizations, drawing on the experiences of Captain L. David Marquet, who transformed a struggling U.S. Navy ship into a highly effective team. Marquet's principle of "moving authority to the information" challenges traditional hierarchical structures where decision-making power is concentrated at the top, often leading to a disconnect between those making decisions and those with the most relevant information. In conventional setups, leaders possess authority but lack direct insight into the day-to-day operations, while frontline workers have valuable information but little power to act on it. This imbalance can hinder effective decision-making and responsiveness. Instead of funneling information up to those in authority, Marquet advocates for empowering those closest to the work by granting them the authority to make decisions based on their insights. The author, Dan Mall, illustrates this principle through personal anecdotes, including his approach to team leadership and parenting. He emphasizes the importance of establishing clear constraints while allowing autonomy within those limits. For instance, when leading a design team, Mall seeks input from team members on impactful projects and then uses his authority to advocate for their choices to higher-ups. Similarly, he applies this method with his children by allowing them to choose their dinner from the fridge, reinforcing the idea of autonomy within set boundaries. The overarching message is that true empowerment comes from transferring authority to those who possess the relevant information, fostering a culture of trust and collaboration. This approach not only enhances decision-making but also encourages a more engaged and motivated workforce.