Strategies to Enhance Your Team’s Decision-Making Skills

Great teams make great decisions when they’re empowered to do so. In this episode of Bring Out the Talent, we welcome Chris Seifert, founder of Enabling Empowerment and author of Enabling Empowerment: A Leadership Playbook for Ending Micromanagement and Empowering Decision-Makers. Together, we discuss how leaders can foster shared leadership, empower decision-makers at every level, and build a culture where creativity and ownership flourish. Chris also shares insights on avoiding common leadership pitfalls, overcoming resistance to change, and preparing for the future of decision-making in a rapidly evolving workplace. Tune in and start transforming the way your team makes decisions.

Transcript

Maria:
Hey, Jossie.

Jocelyn:
New year, new name, new me.

Maria:
Love that. Hi, Maria. How are you?

Jocelyn:
I feel like we're going to be, oh, I should speak for myself. I'm going to be a little rusty today doing our podcast. It seems like, you know, it's been a while.

Maria:
I feel like we say that and then we are amazing, you know, so we don't have to worry about it. I think we're going to be fine.

Jocelyn:
Let's not get our listeners' expectations too high.

Maria:
They're sitting there back there like, really, ladies?

Jocelyn:
I know. Whatever you say.

Maria:
Well, now it's funny, and you might not know this because you're a lot younger than me, but when David always speaks to David, our producer, our podcast guest, he's like, you know, this is live. And I always say, or is it Memorex? Do you remember those commercials, David?

David:
Yeah. Absolutely.

Maria:
Isn't that the one where they had the singer sing the note really high and it shattered the glass?

David:
Can the amplified voice of Ella Fitzgerald shatter this glass? Believe it. Is it live? Or is it Memorex?

Maria:
Yes. And then they would play it back and the Memorex tape would also shatter the glass.

David:
Absolutely. I'll see myself out.

Jocelyn:
It's all about shattering glass.

Maria:
I remember those commercials. Okay. Well, we're very excited for our guest today because we're talking about a topic that is extremely important and something that we are doing every day. At least I hope we're doing every day—making decisions.

Jocelyn:
Yes, absolutely. Because it would not be good if we were just sitting back and letting our environment and world control us, right?

Maria:
So in this episode of Bring Out the Talent, we welcome Chris Seifert, who is the founder of Enabling Empowerment and the author of Enabling Empowerment: A Leadership Playbook for Ending Micromanagement and Empowering Decision-Makers.

Jocelyn:
With over 20 years of experience spanning military service, manufacturing operations, and strategic advisory, Chris has developed innovative strategies to help leaders transition.

Maria:
Thank you so much for joining us. If you are looking to enhance your team's decision-making skills and create an empowered, high-performing culture, this episode is packed with practical takeaways and inspiring ideas you won't want to miss. Welcome, Chris!

Chris:
Thank you, Maria and Jocelyn. That was a wonderful introduction. Appreciate it.

Jocelyn:
Very excited to have you. And as you mentioned, you're coming from Raleigh, North Carolina—which you said you don't want anybody to move there anymore because it's getting too crowded.

Chris:
So all of our listeners, if you're planning on moving there, please stop now. Please go west when you get to Carolina. I'm not a native here. I've been here about seven years. But yeah, the population growth has been pretty incredible.

Maria:
Pretty crazy, yeah. My neighbor just moved to Wilmington. They love it so far—just a few months ago.

Jocelyn:
Okay, well you have had such a fascinating journey as we just talked about in your intro—from military service to consulting and now helping leaders with empowerment. What inspired you to get into this area?

Chris:
Sure. I've had an opportunity to lead a lot of teams—in the military, as a plant manager, as a VP of operations for a large biomass manufacturer. One of the things I found my teams struggled with most were root cause analysis and decision-making. And while there are lots of resources to help with root cause analysis, I found few that truly helped people get better at decision-making.

When I tried to empower previously micromanaged teams, it often backfired. Either they made poor decisions and I had to take back control, or they resisted because they lacked confidence. So I developed a decision-making framework I now teach. It gives teams confidence and allows leaders to delegate more effectively.

Jocelyn:
That really resonates—especially the line at the doorway of people asking, “What do I do here?” I’ve been one of those people. And once I became more confident, I struggled with delegation myself. That seems like one of the biggest hurdles for leaders.

So what’s your go-to strategy for helping people move past that mindset and truly enable their teams?

Chris:
First, I encourage leaders to recognize what I call “codependent decision-making.” It’s where the leader and team rely on each other so heavily that no decisions happen without the leader's sign-off.

Leaders need to stop answering the question “What do you want me to do?” and instead respond, “What do you recommend?” At first, this will be uncomfortable—people might not know how to respond. That’s why I coach them through it.

I had a shift leader once who was shocked when I asked for a recommendation. So I helped him break down the issue into cost, alternatives, and analysis. Eventually, he made a solid recommendation. That conversation took an hour—but if I had 500 employees, I couldn’t do that with everyone. That’s when I realized I needed to proactively teach decision-making as a skill using a consistent framework.

Maria:
That’s such a strong point—leaders aren’t trying to micromanage, they’re just stretched too thin and don’t see a way out. The framework creates a path forward.

Chris:
Exactly. Most micromanagers aren’t narcissists—they’re just overwhelmed. But you can’t escape micromanagement with hope. You need to equip people first.

Maria:
I’ve definitely found myself applying strict oversight to everyone after a few individuals needed it, even when others didn’t. It’s a mindset shift.

Chris:
Yes. And one common issue is assigning decision rights by role instead of capability. Just because all plant managers have the same title doesn’t mean they all should have the same authority. We should assign authority based on demonstrated ability. That way, we coach where it’s needed most.

Jocelyn:
It’s so true—and it’s something we talk about with our clients too. Equal opportunity doesn’t always mean equal readiness.

Let’s go back to micromanagement for a minute. How does your framework help leaders step back without feeling like they’re losing control?

Chris:
By giving leaders visibility into their team’s thought process. When people bring a problem and say, “Here’s what I recommend and why,” you build trust. You stop guessing whether their suggestion was luck or logic. And from a career standpoint, being able to articulate your thinking is a huge accelerator for growth.

Maria:
So true. It’s not just a benefit for the team—it’s a career advantage.

Jocelyn:
How does this framework help create a shared leadership culture that actually boosts decision-making and performance?

Chris:
First, the decisions improve because people closest to the problem are making them. Second, ownership increases—people execute better when it’s their idea. And third, a common decision-making process helps teams learn from one another faster. When everyone follows the same steps, we speak a common language.

Jocelyn:
It sounds simple—even if it’s not always easy.

Chris:
Exactly. Like in The Goal by Eli Goldratt, great ideas often seem obvious once you hear them. But applying them is profound.

[Continued in next message…]

Here’s the final portion of your transcript with the correct speaker labels:

Chris:
One of the best things I ever heard was from a leader who grew an organization to billions. He said, “I can’t make every decision, so I’m going to teach everyone how to make decisions like I do.” That’s what my framework aims to do—help teams make better, faster decisions by avoiding common decision traps, like hindsight bias or anchoring.

The final step in my framework is “show your work.” Document your assumptions and thought process. That way, if something goes wrong, we evaluate the reasoning—not just the outcome.

Jocelyn:
I love that. Even if it gave me flashbacks to high school math. But it’s true—showing your thinking builds trust. And it protects people who mean well but maybe don’t hit the mark every time.

What are some common pitfalls you see with empowerment, and how can our listeners avoid them?

Chris:
The biggest issue is habit. Leaders respond automatically when asked for direction. I tell them to be allergic to the phrase, “What do you want me to do?” Tell your team, “I’m trying to change, but I need your help.” Let them hold you accountable.

Second, don’t jump straight to delegation. Build decision-making skills first. Have your team practice recommending solutions. You’ll build confidence and start to see who’s ready for more responsibility.

Maria:
Such good advice. And what if there’s resistance to the change?

Chris:
People don’t resist change—they resist change they don’t believe benefits them. Explain what’s in it for them. Better decision-making means more trust, more ownership, and more career growth. Connect the framework to their goals, and they’ll embrace it.

Maria:
Do you also offer coaching?

Chris:
Yes, I offer initial training to understand decision traps, then one-on-one coaching where participants apply the framework to real decisions. They present recommendations to leadership, which builds skill and shows ROI for the organization. I also facilitate high-stakes group decisions using the framework.

Jocelyn:
Amazing. And your “gotcha” question about Kentucky? I’ll never forget that Frankfurt is the capital, not Louisville.

Chris:
That’s an example of a framing trap. I made you choose between two options—but the right answer was outside of those. It’s one of 29 traps I cover in a new white paper I’m releasing soon.

Jocelyn:
I love those kinds of exercises—they get people thinking the right way. They’re fun and useful, like an evolved version of icebreakers.

With AI changing how we work, what’s the next big shift in decision-making?

Chris:
AI is huge in decision-making. I get dozens of alerts every day about it. It’s helpful but can fall into the same traps—especially anchoring and framing. We have to be careful how we ask questions. But it’s great for brainstorming. I'm actively researching how to use AI safely to support, not replace, human judgment.

Maria:
That’s such an important point—AI starts with us.

Jocelyn:
Okay, Chris, it’s time for the TTA 10—10 rapid-fire questions. If you answer in under 90 seconds, David will celebrate you in style.

Chris:
Let’s do it. I’ll try to stay in system one mode—fast thinking.

David:
90 seconds on the clock… and go!

Jocelyn:
Would you rather work from home in pajamas or go to the office dressed up?

Chris:
Pajamas.

Jocelyn:
Favorite childhood cartoon?

Chris:
Tom and Jerry.

Jocelyn:
Pizza with pineapple or chocolate-covered bacon?

Chris:
Pineapple.

Jocelyn:
Swap lives with anyone—who would it be?

Chris:
Matthew McConaughey.

Jocelyn:
Theme song everywhere you go or applause when you enter a room?

Chris:
Theme song.

Jocelyn:
If not a learning consultant, what would your job be?

Chris:
Billionaire on an island.

Jocelyn:
Time travel to past or future?

Chris:
Future.

Jocelyn:
Most trendy trend you followed?

Chris:
Parachute pants and Converse high-tops.

Jocelyn:
Name three of the seven dwarves.

Chris:
Sleepy, Grumpy, Happy.

Jocelyn:
TV show you could watch on repeat?

Chris:
Seinfeld.

David:
Time: 1 minute, 28 seconds. Chris is a winner!

Maria:
That is effective decision-making! And you got your theme song!

Jocelyn:
Chris, this has been amazing. Thank you so much.

Maria:
Thank you, Chris. There are so many things we’ll be taking back into our own team practices.

Chris:
My pleasure—thank you for having me.

Maria (closing):
For more on Chris and Enabling Empowerment, visit us at thetrainingassociates.com. See you next time!