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Problem: When team members need constant approval for decisions, it slows them down and stifles creativity.

Solution: Give team members more independence to make smaller decisions on their own, building trust and boosting productivity. Introduction:

In order to make fast decisions, your team has to be able to make them. This needs to be granted by default, not bestowed from on high by a benevolent overlord. Your team should be empowered to make proactive, independent decisions. They are essentially “teams of one”, who do not need constant approval. Anything less is a bottleneck.

Providing this agency shows that you trust your team. It shows that you believe in their ability to identify priorities, and allows them to create strategies that let them focus on what matters most.

This doesn’t mean every decision will be made in isolation. Collaboration remains a key part of our system.

But not every decision should be made by committee, or delegated to a responsible executive. Agency is the antitode to micromanagement, which hinders execution and squashes creativity.

Tools:

Instead of simply “empowering” employees within a top-down structure, the approach emphasizes freedom. Allow individuals to own their roles entirely.
True agency is trusting employees to bring their talents and creativity to the forefront. Empowerment is not a gift given by a superior. Freedom (and direct responsibility) is the default.
Supervisors should specify the objectives but grant flexibility in how these are achieved. KPIs and OKRs
Freedom requires competence. To make this work, employees must be very, very good at their jobs. Make sure they have the competence and knowledge they need to make informed decisions.
Sometimes it’s hard when people are used to asking for permission. Instead of asking, teach them to say “I intend to…” This allows them to express their intention, but also gives you as the authority figure an opportunity to chime in or offer feedback. It develops confidence over time.
Avoiding mistakes is not the goal in a fast-decision organization. Focus on the quantity of decisions made, the speed of those decisions, and their general direction towards your north star.

Your mindset should be towards excellence of craft, which means continuous trial, error, and improvement.

Creating channels for consistent feedback helps employees feel heard and valued. Leaders should actively seek feedback and coaching, and teach others to do the same. Transparent Feedback and Radical Candor
Decisions should ideally be made by those closest to the information. This aligns with the The Leader-Leader Model where leadership responsibility is shared rather than concentrated. It reduces the chance of bottlenecks and helps teams become more agile in their responses. Push Decisions As Low As Possible
Instead of focusing only on protocols and procedures, explain the why behind tasks and objectives. As a leader, anticipate that you will have to repeat the why several times, at least seven times more than you think you need to.

Knowing your purpose allows people to make better decisions, becase they are aligned with your vision.

Advocate for a culture of “Learn Everywhere, All the Time,” where learning and growth are integrated into everyday tasks. Embracing mistakes builds resilience and adaptability, allowing team members to feel more capable and less dependent on direct supervision. Encourage a mindset where mistakes are seen as learning opportunities rather than failures. Kaizen / Continuous Improvement
Whether it’s a routine task or a critical operation, ask employees what they intend to do rather than telling them what to do. This cultivates a proactive, ownership-driven culture where team members continuously think and act as leaders themselves. Only in the rarest of circumstances should you decide things for your employees.