In a recent LinkedIn post, Cicely Simpson explores a common pitfall in leadership: blaming teams for systemic inefficiencies rather than examining and redesigning the underlying processes. Simpson argues that leaders often inherit broken systems and then hold their teams accountable for their failures, a cycle that hinders productivity and morale.
Cicely Simpson highlights the critical distinction between managing people within an existing framework and actively designing that framework. “Leadership is not managing people inside an existing system. It is deciding, on purpose, what that system should be,” Simpson states, emphasizing that true leadership involves intentional system design.
The Pitfalls of Inherited Systems
Simpson begins by pointing out that organizations rarely start with a perfect system. Instead, leaders often inherit existing structures and the associated blame when things go wrong. This inertia can lead to a situation where leaders fail to question whether the inherited system is still effective.
The author shares an anecdote about coaching a leader who was experiencing issues with her team’s performance. Instead of immediately scrutinizing the team, Simpson guided the leader to analyze the system itself. “Start by asking what the system is teaching them to do,” Simpson advises, shifting the focus from individual failing to systemic influence. This analysis revealed bottlenecks and points of confusion, such as decisions stuck in inboxes, hesitation due to unclear authority, and unnecessary escalations.
“If your team keeps waiting on permission, approvals, or direction, do not start by asking what is wrong with them. Start by asking what the system is teaching them to do.”
Designing Effective Systems: Key Principles
According to Cicely Simpson, the solution lies in proactively designing systems that empower teams rather than restrict them. Simpson outlines several actionable steps for leaders looking to build effective systems:
1. Design Decision Ownership
Simpson stresses the importance of clearly defining who owns what decisions. This ownership should be based on current capability and proximity to the work, even if it means reassigning responsibilities from traditional holders. This clarity prevents ambiguity and empowers individuals to act.
2. Design the Language
Language significantly shapes behavior, as Cicely Simpson notes. By adopting phrases like Captain David Marquet’s shift from “Can I?” to “I intend to,” leaders can encourage proactive thinking and decision-making within their teams.
3. Put Authority Where Information Lives
A common organizational flaw is pushing information upward while decisions are pushed downward. Simpson advocates for flipping this dynamic, granting authority to those closest to the work who possess the relevant context and information.
“Too many organizations push information up and decisions down. You need to flip it.”
4. Build Guardrails Instead of Approvals
Constant approvals can be a major bottleneck. Simpson suggests implementing guardrails, such as setting spending limits or establishing guiding principles, which allow for scalable decision-making without requiring individual sign-offs for every action.
“Guardrails scale; constant approvals don’t.”
5. Design Learning into the Decision Process
Simpson recommends incorporating practices like the ‘advice process,’ where individuals consult affected parties and subject matter experts before making a decision. This approach embeds wisdom into the outcome without relying solely on hierarchical approval.
Shifting the Focus from Blame to Design
Cicely Simpson concludes by urging leaders to view team frustrations as opportunities to examine and improve their systems. “Every frustration you have with your team is a chance to examine the system sitting underneath it,” Simpson writes. The fundamental question for leaders, according to Simpson, is not whether a system exists, but whether they intentionally designed it or merely inherited it.
📝 About This Content
This article is based on insights shared by Cicely Simpson on LinkedIn.
📅 Originally posted on September 9, 2026 | View original post on LinkedIn →