Thirty Hours a Week Making Decisions Your Team Could Make

In this episode, Allison explores what happens when too many decisions continue to land on the leader's desk. When you're experienced, answering the question yourself often feels like the fastest option. But every time you immediately provide the solution, you may also be reinforcing a pattern: when something requires judgment, bring it to the leader. Over time, that creates a team that can execute but still depends on you to think. You'll hear about: Why being the person with all the answers can quietly turn you into the bottleneck How seemingly small decisions can consume a significant amount of a leader's time The difference between delegating tasks and developing independent thinkers Why answering quickly can create more dependency, even when you're trying to help How to shift from solving the problem to helping your team think through it Why asking the right question can be more valuable than immediately giving the right answer How allowing people to own decisions builds judgment, confidence, and capability What becomes possible for a leader when decisions begin happening at the right level of the organization A question to consider: How many decisions landed on your desk this week that someone on your team could have made? The shift starts in the moment before you give the answer. Instead of automatically solving the problem, create enough space for the other person to think first. That repeated habit is part of the difference between a team that simply takes direction and one that learns to make decisions. About Allison Dunn Allison Dunn is the founder and CEO of Deliberate Directions and author of Think First. Through executive coaching, leadership development, and strategic planning, she helps leaders build stronger organizations and develop teams capable of thinking and leading beyond the person at the top. Think First