However, granting visibility to decisions (and the information that leads to them), when possible, is a great tool.
A generic example might be that a major client will sign onboard if a new API feature is implemented. Just asking a development team to build the feature will get it done, but in my experience, teams will feel significantly more included (and important) if they have the context of why it needs to be built.
The decision to pull resources off of already-planned tasks to build the new feature shouldn't be made by the developers, but understanding that they're helping the business in a major way can really help cohesion, inclusion, and perceived impact. Those are things that make people feel fulfilled and important at work.
However, granting visibility to decisions (and the information that leads to them), when possible, is a great tool.
A generic example might be that a major client will sign onboard if a new API feature is implemented. Just asking a development team to build the feature will get it done, but in my experience, teams will feel significantly more included (and important) if they have the context of why it needs to be built.
The decision to pull resources off of already-planned tasks to build the new feature shouldn't be made by the developers, but understanding that they're helping the business in a major way can really help cohesion, inclusion, and perceived impact. Those are things that make people feel fulfilled and important at work.