Bridging the Judgement Gap: Leanne Bridges on Empowering Managerial Decision-Making

In a recent LinkedIn post, Leanne Bridges discusses a common managerial challenge: the persistent need for validation that can hinder effective decision-making and team autonomy. Bridges highlights that when managers repeatedly bring problems to their superiors seeking input rather than solutions, it often signals a deeper issue than a lack of capability.

Bridges identifies this pattern as a “judgement gap,” explaining the subtle cues that reveal it. She notes:

When a manager brings you a problem, listen carefully to what comes with it. If it sounds like: “What do you think?” “I just wanted to check before I decide…” “What would you do?” You have a judgement gap.

The core of Bridges’s argument is the distinction between presenting a problem and bringing a well-considered solution. She elaborates on the typical managerial response, which often involves expecting the subordinate to solve the problem for them, even after explanations. However, Bridges posits that the underlying issue is frequently not a lack of intelligence or experience, but rather uncertainty.

Understanding the Roots of Managerial Hesitation

According to Leanne Bridges, this uncertainty stems from several key concerns that can prevent even experienced and well-compensated managers from making decisions independently. These concerns include:

• Fear of future judgment on their decisions.
• Misinterpretation of established standards or policies.
• Ambiguity regarding acceptable levels of risk.
• Anxiety about the consequences of making an incorrect decision.

Bridges argues that these anxieties lead managers to default to the “safest move,” which is to seek external validation. This pattern, she explains, is not necessarily an inability to decide, but a reluctance to decide incorrectly.

So they default to the safest move. They check. Not because they can’t decide. Because they don’t want to decide wrongly.

This constant need for checking, as Leanne Bridges points out, can inadvertently reinforce a dynamic where decision-making authority remains concentrated at the top, preventing the development of autonomous leadership within the team.

Fostering Confident Decision-Making

Bridges emphasizes that the repeated questioning from managers isn’t a sign they are incapable, but rather an indication that they may not feel genuinely confident in their ability to make decisions alone. This habit, if left unaddressed, can lead to a situation where managers consistently rely on their superiors, hindering their growth and the overall efficiency of the business.

The Manager’s Role in Problem Solving

Leanne Bridges advocates for a shift in how problems are presented. She contrasts the act of simply bringing a problem with the more constructive approach of:

Bringing two options and a recommendation.

This approach, according to Bridges, signifies a higher level of engagement and confidence, moving beyond merely identifying issues to actively contributing to their resolution. She suggests that building teams that deliver consistently requires addressing this underlying uncertainty and fostering an environment where managers feel empowered to make decisions without constant oversight.

Bridges concludes her post by directing readers to a video where she further elaborates on how managers can build teams that operate with greater autonomy and consistent delivery, without requiring constant supervision.