The ability for an organization to make many decisions is a key attribute of MECC. Conventional management philosophies often strive for consensus and avoid risk instead of a bias for action, resulting in less frequent decision making. When you're operating in a MECC mindset, success is measured by the quantity of decisions made in a particular stretch of time (e.g. month, quarter) and the results that stem from faster progress.
Below are the tenets of Many Decisions within MECC.
Traditional organizations often place merit in proposing the most cutting-edge, complex, or interesting solution to solve a problem. Instead, MECC means choosing "boring" or simple solutions. By taking every opportunity to reduce complexity in the organization, you're able to increase the speed and frequency of innovation.
Embracing boring solutions and shipping the minimum viable change (MVC) also means accepting mistakes if that solution doesn't work, and moving on to the next iteration. Avoiding an unnecessarily complicated first decision ensures that mistakes are far less costly, allowing for more decision-making in a shorter span of time.
Here's an example: Product releases
MECC unlocks your organization's potential for making many decisions by challenging the idea that consensus is productive. Organizations should strive to have smaller teams iterating quickly but transparently (allowing everyone to contribute), rather than a large team producing things slowly as they work toward consensus.
This permissionless innovation also requires leaders and managers to not let their desire to feel involved stifle their team's bias for action and the number of decisions being made. If you choose the right directly responsible individual (DRI) and empower them to work transparently, you should not expect them to wait for a brainstorming meeting or time on the calendar for group sign-off.
Here's an example: Choosing a new vendor
It can be tempting for a risk-intolerant organization to announce a change without much context in hopes that it will "fly under the radar" and avoid controversy. MECC organizations recognize that up-front transparency is a foundational element to more frequent decision-making. This requires you to not only share what the decision is, but also why it's being made.
While saying "why" does not mean justifying every decision against other alternatives, it does require a DRI or leader to articulate their reasoning. This prevents speculation and builds trust, which is one of the traits of being a great remote manager. Beyond these cultural benefits, saying "why" also creates institutional memory that is powerful for the future efficiency of your organization. When a related change is being made a year later, the new DRI will have access to the well-documented reasoning behind past decisions. They're able to better understand the context, avoid duplicating work or mistakes, and make more consecutive decisions.
Here's an example: Updating a team member perk
Asynchronous work is about more than just freeing up calendar space. In MECC, asynchronous workflows enable time independence across the organization, allowing you to make more frequent, inclusive decisions.
Instead of spending time scouring schedules and time zone differences to discuss something synchronously, shift the focus to creating clear documentation that will allow team members to contribute on their own time, and with more intentionality. This gives agency, reinforces a bias for action, and bridges the knowledge gap, resulting in more total iterations.
Here's an example: Handbook and process updates
Organizational growth does not have to result in stagnation. This component of MECC requires leaders to rethink the conventional processes and regulations that come with scaling a company, and resist the assumption that slower pace and less decision-making is inevitable.
Allowing only healthy constraints enables an organization to continue to operate with the agility of a startup while realizing the efficiencies of a scaling company.
Here's an example: Scaling the team
Making many decisions enables you to Execute on decisions (link to come), the fourth tenet of MECC.