. The ability to make decisions for yourself enhances motivation, which in turn contributes to higher levels of performance and well-being. It also gives leaders more time to focus on the most significant and complex decisions and explore new sources of value creation. Creating more autonomy involves shifting power from the top and center of the organization to the front line by empowering people to make decisions.
As a result, employees aren’t accustomed to making decisions. And when they are empowered to take on more decision-making responsibility, they’re often left to figure it out themselves without clear guidance or support. Even the most capable and enthusiastic employees wonder whether they’re doing the right thing. This can feel risky, especially when they see some of their coworkers beingThis gap between the desire for more empowerment and capability is what I call the “decision deficit.
Considering it an opportunity to increase the quality of your decision-making and to explore other aspects of your role, such as innovation and growth, as you free yourself from some of your managerial responsibilities.