Decision-making & Amplifying Autonomy
The Decision-making & Amplifying Autonomy workshop hits at the heart of some core struggles with many teams. So rarely do we discuss how we decide, what are the agreed-upon inputs into decision-making, and impacts that are deal-breakers. Decisions are a significant point of contention at many companies, fraught with shenanigans around decisions being one of the main detractors of satisfaction and engagement. In this workshop, we learn practices that help the team facilitate decision-making that supports a bias toward action with guardrails that everyone can get behind.
Just as important as clarity and equity are in strategic decisions that impact the team, is how the team is empowered to make day-to-day decisions about their work. Many leaders believe that people want to be told what to do. In our decision rights work between a team and their leader, we've found that team members desire to be empowered to use their skills and experience to make decisions about day-to-day work. In this session, we also facilitate an activity to draw out the levels of decision-making by functional area or activity that impacts the team. Since delegation is not a binary thing, we also bring in what is needed to step into the next level of decision authority so that this becomes an emergent behavior of the team.
COURSE LEARNING OBJECTIVES
Emploring and understanding Intent-based leadership
Exposing and leveraging our internal intelligence to encourage smart decision-making
Boundaries - identifying what is safe and what isn’t
Unblock work by reducing catastrophizing - taking the mystery out of the consequences of decision-making
How to evaluate situations to make better decisions
Identifying and eliminating permission-seeking behavior
Decision-making structures that unblock work speed up decision-making
Levels of empowerment and how to discuss leveling-up
How to multiply autonomy and empowerment on the team
Methods for stimulating critical thinking
OUTCOMES
Decision-making structure facilitation and procedures
Team Empowerment chart with levels of delegation by activity type
Increased personal and team autonomy
Clearer boundaries around the team’s work
Individual and team actions for new opportunities to increase autonomy
Improved critical thinking
References: Intent-based leadership, Quiet Leadership from David Rock of the Neuroleadership Institute, Management 3.0 Delegation Poker, Ladders of Leadership, Holacracy
The Decision-making & Amplifying Autonomy workshop hits at the heart of some core struggles with many teams. So rarely do we discuss how we decide, what are the agreed-upon inputs into decision-making, and impacts that are deal-breakers. Decisions are a significant point of contention at many companies, fraught with shenanigans around decisions being one of the main detractors of satisfaction and engagement. In this workshop, we learn practices that help the team facilitate decision-making that supports a bias toward action with guardrails that everyone can get behind.
Just as important as clarity and equity are in strategic decisions that impact the team, is how the team is empowered to make day-to-day decisions about their work. Many leaders believe that people want to be told what to do. In our decision rights work between a team and their leader, we've found that team members desire to be empowered to use their skills and experience to make decisions about day-to-day work. In this session, we also facilitate an activity to draw out the levels of decision-making by functional area or activity that impacts the team. Since delegation is not a binary thing, we also bring in what is needed to step into the next level of decision authority so that this becomes an emergent behavior of the team.
COURSE LEARNING OBJECTIVES
Emploring and understanding Intent-based leadership
Exposing and leveraging our internal intelligence to encourage smart decision-making
Boundaries - identifying what is safe and what isn’t
Unblock work by reducing catastrophizing - taking the mystery out of the consequences of decision-making
How to evaluate situations to make better decisions
Identifying and eliminating permission-seeking behavior
Decision-making structures that unblock work speed up decision-making
Levels of empowerment and how to discuss leveling-up
How to multiply autonomy and empowerment on the team
Methods for stimulating critical thinking
OUTCOMES
Decision-making structure facilitation and procedures
Team Empowerment chart with levels of delegation by activity type
Increased personal and team autonomy
Clearer boundaries around the team’s work
Individual and team actions for new opportunities to increase autonomy
Improved critical thinking
References: Intent-based leadership, Quiet Leadership from David Rock of the Neuroleadership Institute, Management 3.0 Delegation Poker, Ladders of Leadership, Holacracy
The Decision-making & Amplifying Autonomy workshop hits at the heart of some core struggles with many teams. So rarely do we discuss how we decide, what are the agreed-upon inputs into decision-making, and impacts that are deal-breakers. Decisions are a significant point of contention at many companies, fraught with shenanigans around decisions being one of the main detractors of satisfaction and engagement. In this workshop, we learn practices that help the team facilitate decision-making that supports a bias toward action with guardrails that everyone can get behind.
Just as important as clarity and equity are in strategic decisions that impact the team, is how the team is empowered to make day-to-day decisions about their work. Many leaders believe that people want to be told what to do. In our decision rights work between a team and their leader, we've found that team members desire to be empowered to use their skills and experience to make decisions about day-to-day work. In this session, we also facilitate an activity to draw out the levels of decision-making by functional area or activity that impacts the team. Since delegation is not a binary thing, we also bring in what is needed to step into the next level of decision authority so that this becomes an emergent behavior of the team.
COURSE LEARNING OBJECTIVES
Emploring and understanding Intent-based leadership
Exposing and leveraging our internal intelligence to encourage smart decision-making
Boundaries - identifying what is safe and what isn’t
Unblock work by reducing catastrophizing - taking the mystery out of the consequences of decision-making
How to evaluate situations to make better decisions
Identifying and eliminating permission-seeking behavior
Decision-making structures that unblock work speed up decision-making
Levels of empowerment and how to discuss leveling-up
How to multiply autonomy and empowerment on the team
Methods for stimulating critical thinking
OUTCOMES
Decision-making structure facilitation and procedures
Team Empowerment chart with levels of delegation by activity type
Increased personal and team autonomy
Clearer boundaries around the team’s work
Individual and team actions for new opportunities to increase autonomy
Improved critical thinking
References: Intent-based leadership, Quiet Leadership from David Rock of the Neuroleadership Institute, Management 3.0 Delegation Poker, Ladders of Leadership, Holacracy
The fee listed here is for up to 8 participants and the length of the workshop is 4 hours. This may be split between two days for two 2-hour workshops.