To build resilient organizations, you need to empower your team to make decisions.

Link: Empower Others, by Corey Ford at Point C

Another superb post from Corey Ford:

“There's a simple diagnostic for any organization: Are your leaders focused on accumulating control, or on empowering the people around them?

Too many people in positions of power are overly focused on themselves. They hoard decisions. They micromanage. They grab power. And the people around them suffer for it. Those employees wait for direction instead of taking initiative. They bring problems instead of solutions. They ask "now what?" instead of saying "here's what I think we should do.””

He goes on to describe bus factor, the question of what happens if you’re hit by a bus. (My colleague Adam Hirsch recently offered “lottery factor”, reframing the question to be about what happens when someone wins the lottery and goes away to live the life of their dreams, which is more fun to think about.) Could your organization live without you?

The only way to build an organization that can live without you is to devolve decision-making — and the only way to do that is to create the conditions to make devolved decision-making a safe norm. Corey’s been building on that idea in his recent posts, and I enthusiastically co-sign. I’ve taken “surround yourself with people who are better than you” to heart: the Director of Product Engineering, and Director of IT and Security, who both report to me, fit that description exactly and we’re all better off for it.

When we examine situations where this doesn’t happen, it’s worth considering incentives. If you’re a founder or top-level leader who is building a sustainable organization in good faith, these principles are obviously, straightforwardly a good idea. If, on the other hand, you’re not in that position, and you’re worried about your own standing in the organization, you might feel like it’s a good idea to entrench your own power and decision-making. I think that’s short-sighted: you’re there to support the organization, and hiring an amazing team, as long as you support them well, can only make you look good.

At various tech companies in particular, I’ve also encountered people who don’t want power to be devolved to them: they want to be given a plan and to follow it. I don’t think that’s realistic in most smaller companies, and even in larger ones autonomy, insight, and decision-making ability are prized. It’s a thing to hire for. When you want to devolve decision-making, you hire people who can make great decisions. When you want to entrench your own power and micro-manage, you hire followers. These are different paths. I can only recommend the former.

This, from Corey, is absolutely vital:

“Real empowerment means saying: "That's not what I would have done. But you own the decision. Here's what I'm thinking about. Here are the questions I'd want you to consider. But ultimately, it's yours.””

Nobody will ever do it your way. If you want them to follow your lead exactly, you’re not devolving power. If you want them to be genuinely empowered, you need to not just accept that they do things their way, but embrace it — while also being transparent about your own thinking and principles, and setting norms mantras that help people navigate what’s important for the team.

He’s got a lot to say about that. As always, his full post, and the underlying series, are required reading.