One question tells me a lot about a team’s culture: “Do people make decisions—or do they wait for permission?”
It’s a subtle difference, but it’s one that shapes almost everything about how a team performs.
In many organisations, leaders unintentionally become the approval point for every decision.
They don’t do it because they want to but often because that’s how the culture has evolved.
Someone asks. The leader answers.
Repeat that often enough and people stop thinking for themselves.
I’ve seen this happen in organisations full of talented, capable people.
People who absolutely could make good decisions but they’ve learned that it’s safer to ask than to act.
Over time, that creates something every leader wants to avoid.
- Decision fatigue.
- Bottlenecks.
- Slow delivery.
- Frustration.
The answer isn’t to tell people, “Just make more decisions.”
It’s to teach them how.
One of the most valuable conversations I now have with leadership teams is about decision principles rather than decision approval.
Leaders can say, “Here are the principles I want you to use when making decisions.”
For example:
- Does this align with our purpose?
- Does it improve outcomes for our customers?
- Does it support our values?
- Is it proportionate to the level of risk?
Those principles become a framework.
People don’t need permission, they need confidence, and they need to know they will be backed when they do make decision.
That’s one of the foundations of Leading Through Others.
Leadership isn’t about making every decision; it’s about developing people who can make good decisions without you.
This week, ask yourself: “Where am I still acting as an approval process instead of a leadership coach?”
That question might free up more than just your diary. And, it could transform the capability of your whole team.
#LeadingThroughOthers #LeadershipDevelopment #DecisionMaking #Empowerment #Leadership #PeopleLeadership
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