Recently I spent several hours listening and relistening to the book, Blink by Malcolm Gladwell (Little, Brown and Company, 2005). It's a fascinating exploration of how most of us are able to make good snap judgments about a lot of things including a lot of people. This ability is thanks in no small part to a phenomenon known as "thin-slicing." In chapter four of the book Gladwell tells the story of Paul Van Riper, a career Marine Officer and Viet Nam Veteran. Van Riper was tapped to be the commander of the "Red (Enemy) Forces" as part of a huge war game conducted by the U.S. Military a couple of years prior to the start of the second Persian Gulf War.

The "Blue" (American) Forces Van Riper and his team went up against had all of the strategic advantages that technological and numerical superiority provide. Nonetheless, by running a very unconventional campaign that relied on decentralized decision-making Van Riper was able to defeat the "Blue Forces" in short order. That astonishing and highly unsettling victory came about because of the leadership philosophy that Van Riper employed. Specifically, Van Riper wanted his leaders in the field to make decisions rather than rely on the more traditional centralized, information-burdened, paralysis by analysis process that overloaded his opponent. To quote something he told one of his deputies early in the battle, "We are in command but not in control."

When you think about it, the Red Team was able to prevail against a seemingly superior and much bigger force for a couple of reasons. First, the Red Team's commanders including those in the field had a very clear understanding of the central purpose, operational values and key objectives. Next, and perhaps most importantly, those in the field were encouraged to make decisions for themselves based upon the actual, minute by minute situation rather than waiting for those at headquarters to size up the situation from afar and then issue a command.

As I listened to Gladwell describe what happened, the why, the lessons learned and the none-too-surprising repercussions of Van Riper's victory, I thought about the many organizations I've encountered through the years. Some of those organizations struggled mightily and for long periods of time - particularly as they wrestled with growth, or the competition, the market or the economy. From my vantage point some of those struggles could have been minimized or avoided if only those at the top had been willing to let go, to trust their people. But for some, the bigger the struggle, the more they wanted to maintain a tight rein even as their span of control was stretched beyond the breaking point. Still others stumbled because those at the top and those reporting to nostr relay effectively refused to lead. But for all of the organizations that have and will continue to miss the party, there are and will be others and other leaders that find it possible to handle all sorts of surprises, challenges, and changes. And they will do it by making sure everyone on their team knows three things: their purpose, their job, and that they have the latitude and permission to take the initiative.

Could there be a lesson or two there for you and your organization? Think about what Van Riper's Red Force was able to accomplish: they defeated a substantially bigger, better equipped opponent because the opponent trusted in their assumed advantages and the data while Van Riper opted to trust in his people and their judgment.

So let me ask you - do your people really know what it is you are trying to accomplish? Do they know and are they committed to fulfilling your mission and value system and to achieving your vision? Have you also equipped them with the training they need? Are you giving them the experiences they need to do the job and to make good decisions? Finally, do they really have your permission to be creative in the pursuit of the objectives? There really are, it seems, big advantages to decentralized decision-making.

Keith Hughey is a management consultant with over thirty years of experience in helping client organizations solve problems and improve performance. Based in San Antonio, Texas, his work with client organizations focuses on helping them to better leverage their peoples' time and talent. Specifically, he helps clients get the best thought, effort, creativity, commitment and teamwork from their people in order to improve organizational results.

Keith is an accomplished facilitator, working with organizations of all sizes in the areas of organizational design, strategic planning, leadership development, team building and problem solving. He is the author of the widely read weekly e-letter, Monday Morning Musings.