This post really resonates. I’ve seen firsthand how much decision fatigue drains leaders and stalls teams, not because people can’t make decisions, but because no one is clear on which decisions belong where. The Decision Tree is such a practical way to build clarity and trust. When people know what they can own, collaboration feels natural, and leaders can focus on the decisions that truly require their attention. Thanks for breaking it down so clearly.
Yes! I love the practicality of it. It’s so nice to be able to know what you own and what you don’t. And naming it from the start just makes things a whole lot easier for everyone.
Simplicity! I think many of us can fall into a trap of extremes- either thinking EVERYTHING is a root decision or a branch decision- because of existing culture or dysfunction. To the point that Leaf decisions seem to be non-existent..for some.
Mmmm yes! Extremes are common. Some decisions can be tricky to maneuver. On one hand, you don’t want to slow things down. On another hand, you don’t want to piss someone off or make keep them out of the loop. So in these cases, I gently inquire, saying something like: “Hey, I’m working on x. Thought you might want to take a peek. No pressure, but just a heads up that I’m planning to finalize by Friday, so any feedback would be needed by Thursday.” It invites collaboration without opening things up needlessly.
This post really resonates. I’ve seen firsthand how much decision fatigue drains leaders and stalls teams, not because people can’t make decisions, but because no one is clear on which decisions belong where. The Decision Tree is such a practical way to build clarity and trust. When people know what they can own, collaboration feels natural, and leaders can focus on the decisions that truly require their attention. Thanks for breaking it down so clearly.
Yes! I love the practicality of it. It’s so nice to be able to know what you own and what you don’t. And naming it from the start just makes things a whole lot easier for everyone.
Simplicity! I think many of us can fall into a trap of extremes- either thinking EVERYTHING is a root decision or a branch decision- because of existing culture or dysfunction. To the point that Leaf decisions seem to be non-existent..for some.
Mmmm yes! Extremes are common. Some decisions can be tricky to maneuver. On one hand, you don’t want to slow things down. On another hand, you don’t want to piss someone off or make keep them out of the loop. So in these cases, I gently inquire, saying something like: “Hey, I’m working on x. Thought you might want to take a peek. No pressure, but just a heads up that I’m planning to finalize by Friday, so any feedback would be needed by Thursday.” It invites collaboration without opening things up needlessly.