Challenge
When employees say, “I don’t have the right amount of input on decisions that affect my work,” it signals a breakdown in inclusion, trust, and communication.
This issue often goes unnoticed until it shows up in survey data or in quiet signs of disengagement—lower enthusiasm, fewer ideas shared, or resistance to change. When employees feel decisions are made about their work without them, it erodes ownership, creativity, and commitment. Even well-intentioned leaders may unintentionally exclude the very people who are closest to the work and have valuable insights to offer.
Solution
The solution lies in designing decision-making practices that are more inclusive, transparent, and informed by those doing the work. Employees don’t need to weigh in on every choice, but they do want to be heard and involved in decisions that shape their responsibilities, priorities, and impact.
Here’s how to begin:
- Clarify Decision Roles and Boundaries: Not all decisions need consensus, but employees should understand when and how they can contribute. Establishing clear expectations around what decisions are made by whom, and how input is gathered, removes confusion and builds trust.
- Create Feedback Channels with Purpose: Encourage input through structured channels—team meetings, project retrospectives, or feedback sessions—that are designed to collect real, usable insights. Make sure employees see their feedback reflected in outcomes.
- Involve the Right Voices at the Right Time: Use behavioral science and team insights to understand who needs to be at the table. Different personalities engage differently. Some thrive in brainstorming sessions, while others provide better input in one-on-one or written formats. Tailor how you engage your team.
Actions
To help your employees feel heard and meaningfully involved in decisions that affect their work, take these steps:
- Use Team Design and Behavioral Tools: Our C3 Tools page includes tools that help you understand how your team communicates and collaborates. Use these insights to design more inclusive decision-making approaches that fit your people.
- Introduce Decision Mapping: Clarify which decisions are consultative, collaborative, or leader-driven. Share this with your team so they know when their input is expected—and how it will be used.
- Apply the SOAR C3 Team Meetings Framework: Use the SOAR C3 Team Meetings Framework to create structured, recurring opportunities for input on projects, priorities, and workflow design. These meetings are a safe space for voices to be heard before decisions are finalized.
- Close the Loop: If someone provides input, let them know what happened to it. Even when decisions don’t align with every suggestion, closing the feedback loop shows respect, increases transparency, and strengthens engagement.
- Track and Adjust: Use engagement data and qualitative feedback to track how involved employees feel in decision-making. Refine your approach based on what your team needs.
Conclusion
When employees are involved in decisions that shape their work, they don’t just follow through, they lean in. They feel valued, trusted, and accountable, which leads to stronger outcomes across the board.
Inclusive decision-making is more than a practice. It’s a mindset, one that aligns with the foundation of our C3 Framework, where compassion, cohesion, and collaboration are at the core of how teams operate and succeed.
Explore our C3 Tools to bring more voices into your decision-making process and create a culture where everyone feels part of the solution.
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