If your team keeps asking for permission, revisiting settled decisions, or waiting until everything is perfect to move a project forward, they may be more concerned about your reaction than the decision itself. In this episode, Shannon Waller shares how leaders can give people clearer authority, help them know when to move fast, and create a culture where action and learning go together.

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Show Notes:

• When people keep asking for permission or reopening decisions, they may be worried about how you’ll react.
• Leaders have more power than they realize, and their tone, body language, and facial expressions can either build confidence or make people hesitant.
• Be clear about which decisions your team owns so they know when to decide, act, and move things forward.
• Type 1 decisions are difficult to reverse and deserve more research, discussion, and careful judgment.
• Type 2 decisions are easy to change, so they should be made quickly and pushed down to the people closest to the work.
• If every decision comes back to you, you become the bottleneck and your team stops building its own decision-making muscles.
• Give newer team members clear parameters, especially around budget, risk, and what makes a decision easy or difficult to reverse.
• You can’t ask people to take action and then punish them when something doesn’t work exactly as planned.
• When a decision doesn’t go your way, respond with curiosity and learning instead of anger or blame.
• Your purpose, core values, and long-term vision help people know what to do when you’re not there.
• Use Strategic Coach® tools like The Impact Filter® and The Strategy Circle® to show your team how you think and what a successful result looks like.
• Your team will move much faster and with much more confidence when they know they’re on the winning team when things work and the learning team when they don’t.

Resources:

CliftonStrengths®

The Team Success Handbook by Shannon Waller

The Importance Of Core Values In BusinessThe Impact Filter®

Your Life As A Strategy Circle by Dan Sullivan

Transforming Experiences Into Multipliers