Trust

Just how much initiative do you want your people to have? Before you decide think first about the options. Then you be in a better position to select a level that's most comfortable for you and for them. Next you need to discuss with your team how much initiative they want and are willing to accept. Armed with that knowledge you're ready to establish a set of target levels for each person in your work unit. Later, you change the level depending upon how well each person performs. You can also make adjustments as conditions and circumstances change.

Level 1: Wait for direction.

Expecting people to jump right out there and do what they think is best is not always a good strategy when conditions are uncertain. In that case it's probably better to have them wait for updated or accurate information before taking action.

Level 2: Ask for direction.

There are times when people should ask for direction whenever events don't unfold as previously discussed. Expecting them to just sit around waiting for direction when faced with a situation that needs immediate attention is not a good strategy.

Level 3: Suggest a direction.

Those who deal with the product or provide the service know better than anyone else why something isn't working the way it should and what to do about it. Their ideas won't be forthcoming unless they are encouraged to share their views and make suggestions.

Level 4: Act and report immediately.

Veteran employees are in the best position to prevent conditions from getting out of hand or to resolve an issue as they see fit. Problem solvers should be preauthorized to cope with issues and then report the results of their actions right away.

Level 5: Act and report periodically.

Experienced people know when a challenging situation has the potential for worsening if action is not taken to resolve the problem on the spot. Such preauthorized actions should be recorded and later reported at regular weekly or monthly meetings.

Level 6: Act until otherwise directed.

Self-directed employees are confident in their ability to negotiate agreements, overcome challenges and respond to deviations without the need for direction. High achievers operate independently secure in the knowledge that they have support from above.

If you want to encourage your followers to operate at the higher levels then it's up to you to create the conditions where that can happen. In other words, build the level of trust to the point where the people who report to you don't have to worry about how far they can go on their own before you start reigning them in when you get nervous.
The same applies to those above you. You can't expect them to loosen their grip until you've shown that you can be trusted. Start at the lower level and work your way up. Don't ask to take the initiative unless you plan to use it and don't' accept it unless you're certain the boss is willing to support your decision.