Earlier quoted context omitted.
Few things in my career have granted me more power faster than taking ownership of decisions. Some people are so terrified of having to say "I was wrong" that they either will do nothing, or just happily follow decisions that someone else makes. It's one thing when that's a line employee behaving that way, but there are managers so terrified of making a mistake that all they really are is scribes, tracking who said w…
Taking ownership of decisions in this way breeds another problem: people love to police when they perceive other people taking authority that's not rightfully theirs. I had your view until 7 years at Google. Showing this to 80% of people there would garner tsktsking and quips about delusions of grandeur and seeming unbalanced. In performance reviews, you could count on this person saying you collaborate poorly and do…
I’m not saying own all the decisions. With a largish team you want at least three people who will stand by a decision even when it’s not a unanimous vote. (Don’t ever do four or six unless you have a good boss. Jesus Christ that was awful.) When I do say something will definitely work, I’m almost always right.
What I left out and thought of later is that it’s more important to own the cleanup than the decision. Once you do that people trust you more, and the trust leads to other opportunities. So it’s not really, “I was wrong” although that already filters out way too many people. It’s the “here let me help you fix it.” That makes it stick.