Hey team! Happy Tuesday again
I’m on the train down to London for some very exiting things this week:
Content filming with a new social media agency.
I’ve been creating/filming/editing content every day for about 18 months now, and to keep making great content, I need help. So I’ve brought in a FAB agency to help us. I found them when they created content for Flight Studio last year. I’lll keep you updated 👀2 workshops with 60 managers at Sony Music (eek) - More info on this coming soon
But today, I want to talk to you about a really important concept that’s been on my mind…
Decision making
I recently read the story of Netflix’s director of documentary programming, Adam Del Deo, who in 2017 faced a tough decision.
At Sundance Film Festival, he was captivated by Icarus, a documentary uncovering a massive doping scandal. It had a compelling story, glowing reviews and standing ovations. But acquiring it would cost Netflix more than any documentary had before. He was unsure whether to put a bid in, so Adam went his boss, Ted Sarandos, for advice.
But Ted didn’t give Adam the answer he wanted. He didn’t make a decision. Instead, he reframed the choice:
“If you believe it’s a game changer, go for it. If not, don’t overpay.”
The decision (and risk) was entirely Adam’s. With Ted’s guidance in mind, Adam placed a bold bid, and Icarus went on to win an Oscar, establishing Netflix as a leader in original documentaries.
Netflix has many solid leadership principles, but the one at play here is something the Netflix CEO calls: Lead with context, not control. (aka, leaders don’t make decisions)
By empowering Adam to make the decision, Ted built Adam’s confidence and gave him ownership of the outcome.
At Netflix… Leaders provide the vision and context. Their teams execute.
The Illusion of Control
I know first hand that for us managers, it’s realllly tempting to hold onto decision-making. It feels safer. It’s so hard to let go.
But usually, we’re so removed from the day-to-day details, that making decisions ends up being based on second-hand information, we slow down the process and we weren’t the best person to make the decision anyway.
Decision fatigue is another risk. Every choice, big or small, drains our mental energy. Studies have even shown that judges are far more likely to make favourable rulings in the morning than later in the day because of decision fatigue (scary, I know).
Managers are no different. Spreading ourselves too thin compromises our ability to focus on what truly matters.
Letting Go:
Shifting from decision-maker to context-setter isn’t easy, but it’s powerful. Here’s how I’ve learned to do it:
Instead of dictating the HOW, set the context: Share the bigger picture. Define goals, risks, and priorities… Then step back.
Ask, don’t solve: When your team come to you for a decision, instead of giving them an answer ask questions like, “What’s the goal here?” or “How do you see us being successful?”, “What would you choose?”
Offer a safety net: Empower your team to make decisions, but assure them they’re not on their own if things go wrong.
It works
When leaders stop holding onto every decision, teams step up. They feel trusted, take ownership, and make quicker, smarter choices.
And here’s the best part: it frees you up to focus on the bigger picture (vision and strategy) rather than getting stuck in the weeds.
So, the next time a decision lands on your desk, pause and ask yourself, Do I really need to make this, or can I empower my team to handle it?
Want to learn more?
I’m running some free, 45 minute workshops for you to gain the mindset, skills, and strategies to lead with confidence, tackle tough conversations, and drive your team to success:
& thank you to everyone who has joined the workshops over the last couple of weeks! They’ve been a lot of fun already.
Have the best week,
H