Refraining From Unilateral Decisions Applies to Everyone on the Team, Not Just Leaders

Team members naturally expect good leaders to include them before making decisions that affect their work and well-being. 

It seems only fair for leaders to give team members the opportunity to provide input or to advocate around the issues and decisions that impact their work lives. In the contemporary workplace, inclusive leadership is now the norm. 

Wise leaders do their best to make and keep the promise that they will not make unilateral decisions that affect others without first seeking their input. Instead, they discuss the problems and give people ample opportunity to debate the issues before a decision is made. 

Including team members in the decision-making process creates a deeper commitment to the organization. Team members are more likely to stay put when they follow a leader who refrains from making unilateral decisions. They feel more loyal and connected to a leader they know will not surprise them with decisions that impact their lives. 

For many team members, this is exactly what it means for a leader to be loyal to them. But what loyalty do they owe in return? 

In the best teams and organizations, this promise goes both ways. Inclusive leaders make it clear that they expect to be treated the same way. 

If team members have a problem or issue in the workplace, the leader expects them to raise it and discuss it. If they are “thinking” of leaving the team, the leader would like to learn about it before a final decision is made. Loyal leaders believe it is only fair for both sides to refrain from making unilateral decisions. 

In too many organizations, this expectation is considered a pipe dream. Leaders often believe it is unrealistic to expect team members to surface issues and opportunities before they make decisions. 

But there is a difference between an expectation and a rule or mandate. 

Leaders who refrain from making unliteral decisions that affect team members have every right to ask for reciprocity. An inclusive workplace doesn’t rely solely on the actions of leaders. Team members must also contribute to an inclusive climate where everyone is included in the decisions that affect others and the team. 

The best leaders establish this standard by discussing the idea of unilateral decisions (or the need to refrain from them) frequently with the team. Those conversations create an expectation that influences the behavior of both the team members and leaders. It reminds everyone of their obligations to each other. 

Refraining unilateral decision-making cultivates trust and builds commitment. But it doesn’t just apply to leaders. When leaders AND team members refrain from unilateral decision-making, a higher and more reciprocal trust is shared by everyone on the team. Double standards are never a good thing.