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The risks of acting too slowly [are] higher than the risks of letting competent people make judgment calls.

…today [2014], only 20 percent of workers feel empowered and act resourcefully; most feel disenfranchised or locked down.

With rising interdependence and unpredictability, the costs of micromanagement are increasing.

The less people’s job can be automated, the more you need them to take initiative, innovate, and think creatively. But despite the evidence of all these studies, few managers are willing to take this leap.

…as our environment erupts with too many possibilities to plan for effectively, we must become comfortable sharing power.

An individual who makes a decision becomes more invested in the outcome.

…’empowerment’… should be done only if the recipients of newfound authority have the necessary sense of perspective to act on it wisely.

Effective adaptation to emerging threats and opportunities requires the disciplined practice of empowered execution.

…the speed and interdependence of our current environment means that what we cannot know has grown even faster than what we can.

Attention studies have shown that most people can thoughtfully consider only one thing at a time, and that multitasking dramatically degrades our ability to accomplish tasks requiring cognitive concentration.