When to Involve Others in Decision Making

Our lives are defined by decisions. 

According to a Roberts Wesleyan College study, the average adult makes up to 35,000 choices per day. Many of them are banal, like what socks to wear, but others have the potential to be life-altering.

This is especially true in the business world, where leaders are expected to make decisions with confidence and speed. Sometimes these decisions are heavy and complex, with millions of dollars—or employees’ livelihoods—on the line.

I’ve written plenty about the importance of choices we make and how they affect our lives. But HOW we make those decisions also matters. My clients often ask about when it’s appropriate to make unilateral decisions and when to involve your team. Finding the balance here is critical. If you make decisions without input, you risk not only making ill-informed choices you’re not equipped to handle, but also alienating the employees who must execute them. On the other hand, if you solicit input on every choice, there’s a chance that you’ll bog down your process, frustrating those around you with your indecision.

There are times to involve your team and times to act alone. But how do you know the difference?

Although there’s no “user manual” for making decisions, the following criteria will help: