Although the work we do has changed dramatically since the early days of the Ford assembly line, the way work is designed hasn’t changed.
Barbara is a business unit leader overwhelmed by the amount of time she spends making decisions: hiring decisions for managers several levels below her, signoffs on small business expenses, and minor changes to operating procedures. She never has time to think about strategic decisions.
Barbara decided to be more adamant about delegating decisions to her direct reports. Within days, problems arose, and she thought some of the decisions made were poor. Sticking to her guns, she did not take back the decisions, but gave clear feedback and held them accountable. But she realized ...
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