Leadership Caffeine-Why You Might Want to Pause Before Voicing that Decision

April 2, 2012 By 2 Comments

image of a coffee cupThe next time an employee or a group is looking to you to make a tough decision, you might want to screw up your courage, boldly look at them and…say nothing.

Teaching others to employ effective decision-making processes is one of the most important and often ignored responsibilities of those in leadership roles. Unfortunately, training your team to look to you for the calls on how to fix problems and move forward is much easier than teaching your team members to stand on their own for most issues.

You are fighting inertia when you pause and look to someone else or to a group to process on a decision. More than likely, you’re in a leadership role specifically because those above you developed trust in your decision-making abilities. It’s part of what got you this far, and now, you’re being asked to pause and to teach. Not voicing your decision is likely much harder than making it.

Too many managers incorrectly wield their decision-making authority, either because they are particularly comfortable in this role, or, because they view it as a symbol of strength or even power. Some use decision-making authority to control others.

Almost counter-intuitively, it takes more strength to not make a decision for someone else, especially when the answer is clear. And as for power, the old adage of you have to give it to get it is particularly relevant here.

7 Reasons Why You Should Back Off and Let Others Make Decisions:

1. Placing the responsibility for decisions on others is a sign of confidence and respect.

2. Showing others you are comfortable delegating decision-making enhances your leadership credibility.

3. Nobody learns anything when you make the decision.

4. You’re not always the smartest one in the room, even if you’re in charge.

5. The point in time when someone asks you what to do is one of those powerful teaching and developmental moments. Don’t squander it.

6.  You are able to assess where people and teams are at based on how they approach and make decisions.

7. Your skillful use of questions in lieu of immediate answers, helps people understand what’s important and how decisions potentially impact goal achievement.

The Bottom-Line for Now:

While I suggest pausing (in non-emergency situations) instead of offering up your quick solution, you still own the responsibility for the decisions of your team and team members. There’s no shirking responsibility for outcomes, particularly for the tough calls. However, you are also on the hook for developing others, stimulating innovation and promoting high performance and all of these are better supported and more often realized when you teach others how to make decisions. We know that you know the answer. Your real test is whether you can teach others to reach an answer as good as or better than yours.

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Art Petty is a Chicago-based management consultant focusing on strategy and leadership development. Art regularly speaks on innovation in management and leadership, and his work is reflected in two books, including the recent, Leadership Caffeine-Ideas to Energize Your Professional Development.  Art publishes regularly at The Management Excellence blog at http://artpetty.com

Prior to his solo career, Art spent 20+ years leading marketing sales and business units in systems and software organizations around the globe. You can follow Art on twitter: @artpetty and he can be reached via e-mail at art.petty@artpetty.com

 

 

 

Filed Under: Decision-Making, Leadership, Leadership Caffeine, Performance, Professional Growth Tagged With: , ,

Energy, Engagment and Some Science to Support High Performance Team Development

March 21, 2012 By 2 Comments

As a lifelong team participant and now devotee of leveraging the power of teams, I was fascinated and excited to see the article, “The New Science of Building Great Teams,” in the April, 2012 issue  of Harvard Business Review. (Subscription required for the full article…or check out the related HBR Blog Content for free.)

I suspect we are all for adding some science to the sticky, squishy and often problematic issue of how to get people to not only play nice together in the sandbox, but how to do so at a sustained high-level of performance.

While not to trivialize the findings of this extensive, sensor based, sociometric study, the authors engage in what seems to be a a great deal of razzle dazzle to conclude that levels of energy, engagement and exploration are the keys to assessing whether a team will perform at a high level or not. Raise your hand if you didn’t know that…and then excuse yourself from class.

Perhaps their most telling statement is: “A skeptic would argue that the points about energy, engagement and exploration are blindingly obvious.”  OK, I admit to feeling like I needed sunglasses at that less than startling conclusion.

In fairness, the authors continue beyond blindingly obvious with: “But the data from our research improve on conventional wisdom. They add an unprecedented level of precision to our observations, quantify the key dynamics and make them measurable to an extraordinary degree.”

OK. Again, I suspect we all can use some science and more precision in our work herding cats in pursuit of high performance.

A few additional points to ponder from the article:

  • 35% of the variation in a team’s performance can be accounted for by the number of face-to-face exchanges among team members.
  • In a typical high performance team, members are listening or speaking to the whole group only about half the time…the other half being one-on-one conversations.
  • Social time is critical to team performance… “often accounting for more than 50% of positive changes in communication patterns.”

In an important statement (which admittedly gives me cause to pause), the authors offer: “Without the data there’s simply no way to understand which dynamics drive successful teams.”

Excitement but Healthy Cynicism:

Who among us doesn’t want some help in building high performance teams? This study is fascinating for its potential, yet a bit frustrating in the “blindingly obvious” outcomes. The key it seems (and as the authors suggest) is to look deeper into the study outcomes for the insights that will lead to new approaches to building and managing. I’m interested and I suspect every student and practitioner of management is interested as well.

A quarter century of living on and with teams tells me that the dynamics change for every situation. I’m a bit uncomfortable imposing data and potentially inferring causation from correlation on something as complex as human interaction in varied situations. It might be easier to predict the weather accurately and consistently. Nonetheless, I’m hopeful we’ll gain some insights that can be applied in the workplace from projects like this one.

The Bottom-Line for Now:

I’m cheering for the authors of this type of research so don’t misconstrue my intent in the post. You’re getting my blink reaction. I need to read this article a few times to gain more insight beyond the “blindingly obvious” indication that the level (and quality) of energy, engagement and exploration relate to a team’s success. In particular, we all need to look for ideas and tools we can use from big, data-driven studies like the one behind this article.

For the moment, the best outcome for me is a firm, data-driven reminder that energy, engagement and exploration are critical. Now, how do we do a better job promoting the right kind of all three for that critical new innovation project? And that ERP implementation? And the new product development project? And the web site relaunch? And the sales force restructuring. And the… .

 

Filed Under: Decision-Making, Leadership, Leading Change, Performance, Project Management Tagged With: ,

Newsletter #2 Next Week & Art’s Writings Last Week

February 11, 2012 By Leave a Comment

Issue #2 of The Leadership Caffeine Newsletter Next Week.

This newly designed publication includes subscriber-only leadership and professional content. The emphasis is on providing ideas to energize development and strengthen performance for you and your teams. Subscribe on my home page at http://artpetty.com or use the form at the bottom of this post. Your e-mail information privacy is of paramount importance, and I use only double opt-in practices. Last and not least, subscribers gain access to the archived issues for on-going reference. I look forward to serving you in this format.

In Case You Missed It-Art’s Writings Last Week:

Leadership Caffeine-Teach Your Team’s Smarter Decision Processes

This is the latest in my growing series of essays on improving personal and group decision-making processes and results. The post focuses on five key questions to ask your teams before they decide, and offers ideas for improving discussion quality based on those questions. I include links to other relevant posts on strengthening group and individual decision-making as well.

Lessons in Management-Innovation from Main Street

Many of the global giants are rethinking their traditional approaches to managing and leading in these fast-changing and challenging times.  If you and your firm are being challenged to carve out a fresh position and build a new competitive advantage, you might just focus on what’s happening a few blocks from your home.

Career Focus: Invest in Your Professional Survival Skills

Too many good professionals have been caught by surprise with a job loss after many years of loyal service. For many of these, the problem is compounded by simply not investing much time in some critical areas to strengthen their professional brands, networks and skills. A great time to start is today!

Another Great Resource-In Case You Missed It:

The February, 2012 Leadership Development Carnival-a great source to check out what some of deep thinkers have to say about leadership!

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Art Petty is a Chicago-based management consultant focusing on strategy and leadership development. Art regularly speaks on innovation in management and leadership, and his work is reflected in two books, including the recent, Leadership Caffeine-Ideas to Energize Your Professional Development. Art publishes regularly at The Management Excellence blog at http://artpetty.com

Prior to his solo career, Art spent 20+ years leading marketing sales and business units in systems and software organizations around the globe. You can follow Art on twitter: @artpetty and he can be reached via e-mail at art.petty@artpetty.com

 


 

 

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Filed Under: "To Do" List, Career, Decision-Making, Leadership, Marketing Yourself Tagged With: , ,

Leadership Caffeine: Teach Your Team Smart(er) Decision Processes

February 6, 2012 By 2 Comments

image of a coffee cupNothing happens without a decision. Nothing good happens without the right decision. And, in case you doubt the need to focus on making better decisions, spend some time skimming the news.

If you’ve kept up with your health and fitness resolutions thus far this year, you know that even minor adjustments in diet and exercise pay big dividends. The same goes for our individual and group decision-making approaches.

A bit of deliberate effort to strengthen the decision-process goes a long way towards minimizing or mitigating the impact of personal and group biases. Translation, this might just keep you out of those less than flattering headlines in the news.

At Least 5 Questions We Need to Ask Our Teams Before They Decide:

1. “How are we going to make this decision?”

2. “What data do we need to objectively evaluate our options?”

3. “Before we decide, how can we frame this issue in neutral terms?”

4. “What would someone who doesn’t have history with this issue say about it?”

5. “If we were starting a business today, would we invest in this?”

While there are many and varying forms of decision-making traps and nearly countless combinations of cognitive biases that impact our discussion processes, the introduction of and follow-thru on these simple but important questions can clear much of the fog out of the way. 

Improve Discussion Quality to Improve Decision-Making Effectiveness:

In working with under-performing management and project teams, one of the critical factors in improving results is in improving the quality of the discussions surrounding key decisions. Use the 5 questions above to strengthen processes and improve the quality of the dialogue and analysis.

Create a process to decide. The act of asking and then developing a process to decide is a powerful step in the right direction. This imposes both accountability and serves as a process guide to corral our all-too-frequent wide-ranging, overlapping and chaotic, emotion-packed dialogue around big issues.  Another good practice for teams working on strengthening decision-making effectiveness, is for them to follow the “how should we” question with “What traps might impact our process here?” (See my related posts links below for more on this topic.)

Cut Through the Data Smog. Data is plentiful in today’s organizations, yet we tend to anchor on data that supports our perspectives and dismiss data as flawed when it refutes our case. Challenge the team to think through data needs…and particularly to evaluate confusing correlation with causation…or to avoid sampling on the dependent variable. And of course, don’t forget that in spite of massive advances in business intelligence and analytics software, the quality of the data should always be scrutinized before accepting it as gospel.

Frame for Fun and Profit. Positioning a situation as a gain or loss absolutely biases solution development. Spend time to carefully frame issues…and work to frame them as neutral if possible. Another approach is to invoke F. Scott Fitzgerald’s maxim that, “the sign of a first rate intelligence is the ability to hold two opposed ideas in mind at the same time and still retain the ability to function.”  Consider framing the issue in different ways and developing solution sets based on those frames.

“Tell me again about your assumptions.” Always invite an outsider in for the big decisions. Someone who has no skin in the outcome can offer the candid perspective so often lacking in our politically turbocharged discussions. Instead of the tame or lame Devil’s Advocate, invite someone in and listen carefully if they tell you that your baby is really ugly.

Let’s Not Escalate this Commitment! Many of our issues resolve around past decisions and whether to carry on or not. Follow the above suggestions and ask and consider the very critical question of, “If we were starting a business today, would we invest in this?” If the answer is “no” put a stake in it. And remember, that the money you spent is a sunk cost…it’s gone. Beware the “with more time and money” discussions.

The Bottom-Line for Now:

This is a big topic with big implications for your firm and for your career. However, the best way to eat an elephant is still one bite at a time.

Starting today, teach your teams to strengthen their decision-making processes by asking the annoyingly appropriate questions highlighted above. Remember, we want to keep you and your firm out of the headlines…at least when it comes to lousy decisions.  And the last time I looked, most bosses bestow things like responsibility, money and authority on those who they trust to make good decisions.

Deciding whether to put effort forth to improve how to decide may be the only “no-brain” decision you’ll encounter today.

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Related Posts:

Management Excellence Toolkit, Part 1: Create a Decision Journal

Management Excellence Toolkit, Part 2: Mind the Decision Traps

Management Excellence Toolkit, Part 3: How to Frame Your Decisions for Success

Management Excellence Toolkit, Part 4: Improve Your Estimating and Forecasting Effectiveness

Management Excellence Toolkit: Better Design for Workplace Discussions

Filed Under: Decision-Making, Leadership, Leadership Caffeine, Performance Tagged With: , , , ,

Leadership Caffeine: Frame Carefully to Improve Discussion Quality

July 25, 2011 By 6 Comments

Decisions propel people, teams and organizations forward. Get more right than wrong…especially the big ones, and the only thing standing in the way of success is the critical issue of execution. And of course, most decisions start with a discussion.

One of your important jobs as a leader is to ensure that your team is engaging in the right discussions prior to offering a solution. Paying attention to how an issue is framed is an important part of monitoring discussion quality.

Framing-Beware of Splinters:

One of the constant contributors to less than ideal discussion processes comes from how leaders or team members frame a situation.  Whether it’s described as a positive or a negative…a crisis or an opportunity…and the assumptions that are made, all serve as part of the frame for a situation.  Framing drives the discussion and importantly, it steers and biases solution set development. 

If the boss describes a situation as a problem in need of immediate repair, the discussion and solution set will focus on fire-drill type repairs. That’s OK if it’s a fire drill, but perhaps there are bigger issues that might be solved by reframing the situation as an opportunity to solve a systemic problem.

Management teams frame their strategic environment by assessing the current state and making assumption about the future. Consider:

Americans don’t care about quality..they are focused on style and will buy a new car every two to three years and, the threat from foreign automobile manufacturers is relatively small.  (GM in the 1970’s)

Our biggest threat will be from a well-armed nation-state. (The U.S. Government up until 9/11, as they used the framing of the Cold War to drive thinking and preparation.)

Managers bias a decision discussion as soon as they open their mouths and offer their characterization of an issue and/or their perceived best solution. Again, that might be appropriate in some circumstances, but in others, it will preclude alternative idea development.

One of the most common issues many firms struggle with today is how to determine the role of social media in their business. I’ve participated in a number of these discussion with clients, and observed repeatedly that the managers and teams who view social media as a threat (a waste of time and a potential liability) develop restrictive policies, while those who see it as an opportunity (new way to engage clients and promote) develop policies that encourage experimentation.  

Frames are powerful…and we offer them without thinking about the impact they have on others we’re looking to for input. However, with a bit of discretion and some deliberate practice developing good framing habits, managers can improve discussion quality surrounding decisions almost immediately.

Six Ideas for Improving Discussion Quality through Better Framing:

1. Manager Hold Back: ask others for their description of a problem/situation before you offer your perspective.

2. Frame like Switzerland: offer only neutral descriptions…neither positive or negative, and see how the discussion develops.

3. Develop Dueling Frames: for every situation, encourage team members to develop two completely different description (frames) of a situation. For the serious issues, frame the situation as both a crisis for one discussion and an opportunity for the other.

4. Prior Planning Prevents Poor Framing: teach your teams to frame first before solving. Their discussions should lead off with a description of the issue (the frame) and people should be encouraged to challenge these frames for validity.

5. Stop, Look and Clarify the Frame! Many discussions take on a life of their own and the frame gets lost in the emotions and politics. Regularly stop discussions to reaffirm or challenge the original frame.

6. Beware of Perfect Frames: things aren’t always neat and clean, especially when talking about strategic options in this fast-changing world. If your assumptions begin to sound GMish and too overwhelmingly supportive of your direction or investment, it’s time to look harder at your situation.

The Bottom-Line for Now:

For relatively little effort, you can achieve significant improvement in discussion clarity and decision quality. Starting today, watch how you and others frame issues and encourage everyone to put the time in early in the discussion to ensure good solution set development.  Measure twice, cut once.

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About Art Petty:

Art Petty is a Leadership & Career Coach helping motivated professionals of all levels achieve their potential. In addition to working with highly motivated professionals, Art frequently works with project teams in pursuit of high performance. Art’s second book, Leadership Caffeine-Ideas to Energize Your Professional Development, will be published in September of 2011.

Contact Art via e-mail to discuss a coaching, workshop or speaking engagement. Check out Art’s on-line “Professional Development Sprints,” designed for the busy professional.

Filed Under: "To Do" List, Decision-Making, Leadership, Leadership Caffeine Tagged With: , ,
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