"In any moment of decisions, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing." — Theodore Roosevelt
Perfection is a troubling endeavor. Being great is not being perfect, it's being as good as possible. In our effort to be perfect, we attempt to solve all issues before taking action which ultimately can keep us from doing anything. And most times, doing nothing brings worse results than had we taken action when we were 70% comfortable with the decision.
For leaders, the challenge is knowing when to stop the discussion and move on. At some point, our followers begin to wonder why they are following if we aren't going anywhere. Many times they also wonder why we aren't looking to them for help.
Empowerment makes decision-making easier because (a) it frees up the leader to focus only on the decisions he or she is uniquely positioned to make and (b) others can freely give input to help accelerate the actual processes. Empowerment also recognizes that the value of a decision made with the input of others is highly increased over the value of a decision made alone. This is not to say that decisions must always be consensus, but they should be made with at least input of those who will be impacted. Then, when action is taken, the troops are already engaged and ready to go.