Great management is about great delegation and great empowerment. What they are NOT involved in is as, or more, important than what they are involved in.
As someone who spends all my time thinking about decision-making group dynamics, I thought this excerpt was totally spot-on:
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The Big Decision Meeting. Scott created this after recognizing all the angst around her staff meetings. Everyone wanted to be included because they felt like big decisions were getting made there, but this was hardly ever the case. “Make fewer decisions in your staff meeting and create a second meeting explicitly to deal with important decisions,” she says. “Delegate these decisions to people who are closer to the information.”
Consider using your staff meeting to set the agenda for the big decision meeting. Identify the three most important decisions that need to get made that week, and who should make those decisions. Who is closest to the work involved? “This is how you push decision-making into the facts,” she says.
Citing James March’s book A Primer on Decision Making, she recommends that managers exclude themselves from big decisions as much as possible. “Somehow people’s egos get invested in making decisions,” Scott says. “If they get left out, they feel almost a loss of personhood. So you get ego-based decisions instead of fact-based decisions. The more you push yourself and your managers out of the process, the better your decisions will be.”
Most of all, don’t let decisions get pushed up. “A lot of times you see decisions get kicked up to the more senior level, and so they get made by people who happen to be sitting around a certain table, not the people who know the facts. Don’t let this happen.”
As someone who spends all my time thinking about decision-making group dynamics, I thought this excerpt was totally spot-on:
---------- The Big Decision Meeting. Scott created this after recognizing all the angst around her staff meetings. Everyone wanted to be included because they felt like big decisions were getting made there, but this was hardly ever the case. “Make fewer decisions in your staff meeting and create a second meeting explicitly to deal with important decisions,” she says. “Delegate these decisions to people who are closer to the information.”
Consider using your staff meeting to set the agenda for the big decision meeting. Identify the three most important decisions that need to get made that week, and who should make those decisions. Who is closest to the work involved? “This is how you push decision-making into the facts,” she says.
Citing James March’s book A Primer on Decision Making, she recommends that managers exclude themselves from big decisions as much as possible. “Somehow people’s egos get invested in making decisions,” Scott says. “If they get left out, they feel almost a loss of personhood. So you get ego-based decisions instead of fact-based decisions. The more you push yourself and your managers out of the process, the better your decisions will be.”
Most of all, don’t let decisions get pushed up. “A lot of times you see decisions get kicked up to the more senior level, and so they get made by people who happen to be sitting around a certain table, not the people who know the facts. Don’t let this happen.”