British organizations have clear hierarchies, but authority is exercised through consultation rather than command. If you’re making a decision, you’re expected to genuinely seek input from people affected, not just as formality but to actually inform your thinking. And you should exercise your authority with restraint—leading by example and persuasion rather than dictating.
If you’re not the decision-maker, your input will likely be genuinely sought and considered. But don’t mistake consultation for consensus—when the person with authority reaches a conclusion, that conclusion will generally stand. Your job is to contribute your perspective clearly during the consultation phase and then accept the outcome even if you’d have decided differently. The consultation was real, and so is the hierarchy.
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