Firstly, decision making "Authority" should be absolute minimized as a thing. Good leadership cultivates authoritativism, people who are right a lot and are persuasive, not authoritarianism, people who make decisions and give orders.
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Secondly, nearly all decisions can be data driven, the answer is clear if you do some digging and modeling. Thirdly, nearly all of the remaining decisions are not irrevocable one-way decisions, so follow Colin Powell's advice that those in the field are always right.
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Fourthly, if you do have an escalation process to make a decision, it should only be because the decision couldn't make itself, so it's a grey area. Crowd wisdom and averaging can help most here, and open explorative discussion is key to training the judgement of future leaders.
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Related: talking through a decision like this also builds consensus and the outcome is usually clear without a "decider" having to actually "decide".
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Lastly: both because it's a grey area and because a senior decision maker is usually far from the details of the area, it's important to be willing to revise a decision and push back. Balancing that and the need to get on with things is an art.
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Sounds horrific. Reminds me of a ditty I made up.. "if you pull rank, then you have failed, to master influence, and to persuade".
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You should send him a note with your thoughtful commentary. He’s good about replying supposedly.
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