My last post discussed the changing requirements for leadership as you move up the organization ladder. The skills and behaviors that work so well at lower levels, or in different circumstances, can become impediments at higher levels or when the job focus is different. Nowhere is this phenomenon more evident than in the realm of decision making.
Early in their careers, people often learn to make quick decisions, usually based on some subject matter expertise or because they find themselves in predictable circumstances. Because these decisions are amenable to fast resolution, these folks are typically rewarded for their “bias for action” as evidenced by this decisiveness. These decisions do not lend themselves well to participation by others and so the individual increasingly comes to rely on their own judgement.
Using this well honed skill for the fast decision, the individual begins a steady progression up the organization ladder. Then a funny thing happens. They get promoted to executive leadership. Continuing along their well worn path, they pride themselves on making the fast decision. They do so privately and in meetings. Wanting to evidence their bias for action and because they are terribly busy, they truncate discussion around issues where they already know the answer.
Soon though, they start to notice that their people are not as engaged in meetings. There’s not as much discussion. People seem to be waiting for direction on way too many issues. Then one day, our leader has a discussion with the CEO who expresses his concern that our executive’s team seems to be weak. Or worse yet, one of those fast decisions turned out to be dreadfully wrong because important details were overlooked. Another career comes to a screeching halt…
What our executive didn’t appreciate is the importance of engaging their team in the decision-making process. They didn’t realize that if every decision was made for the team, the best people would leave and those remaining would simply sit back and let the boss decide. The members of the team would either “walk out” or “check out.”
Our executive didn’t understand that it is essential to engage others in decisions, especially important ones, so that the decision benefits from collective experience, intelligence and intuition. Equally important, the team members know they’ve been heard and had an opportunity to put their mark on the decision. As a result, they work doggedly to ensure the decision was the right one.
As your career unfolds, be wary of this pitfall. If you are a strident fan of the quick decision, I offer you this simple advise- slow down and get there faster.