I’ve never been as nervous as the times when I, as a leader, had to show up for my teams during times when I missed the mark or during times of uncertainty.
Absolutely correct. Top down management doesn’t work very often, it has its place, but the vast majority of the time we need to decentralise and trust the teams.
Agree with you that top down has its place! I'd also add that you can be top-down *and* still operate from a place of honesty and trust. As with most things, nuance is key! I've had to issue top-down policies and they were met with openness and full adoption when I had invested in creating psychological safety on my team and explained the rationale for the directive. Ultimately, they trusted that I had a good reason for taking a top-down approach when I did - it just took time to develop that trust.
Absolutely correct. Top down management doesn’t work very often, it has its place, but the vast majority of the time we need to decentralise and trust the teams.
Agree with you that top down has its place! I'd also add that you can be top-down *and* still operate from a place of honesty and trust. As with most things, nuance is key! I've had to issue top-down policies and they were met with openness and full adoption when I had invested in creating psychological safety on my team and explained the rationale for the directive. Ultimately, they trusted that I had a good reason for taking a top-down approach when I did - it just took time to develop that trust.