[asplake]

If the alternative is you making every decision, well good luck with that.

Somehow you need to get from prejudice and mistrust to 1) the curiosity to find out what people are capable of, and 2) accepting responsibility for the scalability and sustainability of the decision-making process. These are challenges of organisational and personal development, closely related also to strategy deployment.

[googlycooly]

The problem is, whenever (But NOT Always) some junior comes up with some idea, in my mind it automatically translates to - "Naive idea that will not work, and there is no need to think about it".

Maybe I became like this because of my past experiences, whenever I let my juniors take decisions themselves, it had gone wrong. (And I always knew, I could have done it better).

So, I'm confused. Am I going the right way, or is there something fundamentally wrong with my prejudice? Is it because I'm with the wrong people? (Then another question, how do you know if you're with the wrong people?)

I believe only a experienced manager can clear my confusion.

[asplake]

Is your approach scalable, sustainable, resilient, etc? What happens when you can’t be there? What happens when you’re no longer there? If I were your manager (and I have been a manager of managers), I’d be concerned.

[googlycooly]

Don't you think this statement is true - "If you're the smartest person in the room, you're in the wrong room".

That could be the reason. Maybe I'm trying to manage the wrong people? But cannot confirm, that's my dilemma.

How would evaluate if a person (be it junior or senior) is capable of making right decisions themselves?