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Decision-making is a basic ingredient of leadership. It is not
important whether the leader actually comes up with the proposed
actions or simply endorses them. The key is that the leader does
make decisions. He or she overcomes the fear of failing or being
second-guessed.
A leader
gathers as many facts as possible, consults with stakeholders
and then decided on a course of actions. Once the decision is
made the effective leader does not waste time on second
thoughts. The thrust of such a person is always forwards –
looking for the next challenge, focusing on the next decision.
Every
effective leader occasionally makes a poor decision. When this
occurs, what counts is how the leader handles the situation.
Those that willingly admit their mistakes and take coordinates
do not expect their leaders to be perfect. They are willing to
accept some errors as long as the leader holds to the principle
of trying to do what is right for the organization as a whole.
What they do resent, however, is a leader
who reverse a decision when pressured by a few vocal
individuals or a special interest group.
In today’s
work environment it is imperative that stakeholders be involved,
one way or another, in the decision-making process. People in
the work force are better educated and more self directed than
their elders. They do not expect to make all of the decisions
themselves, but as a minimum they want to be consulted and be
able to fully express their thoughts and ideas before important
actions are taken.
Why is it
important to involve stakeholders in decision making? The
obvious reason, of course, is that better decisions are possible
when different opinions and ideas are considered. More
importantly, people carry out decisions that they have
participated in making much more enthusiastically than they
carry out orders from the boss. It has been proven over and over
again that involvement leads to commitment.
Most
effective leaders entrust able members of their company /
department with the responsibility of solving their own problems
whenever possible. Such leaders facilitate and guide this
process to ensure that decisions are timely and do not adversely
affect other work groups. For most matters the approach by
asking subordinates to study a problem and then take appropriate
action, will result in excellent decisions, not only in the
quality of decisions, but also in developing subordinates into
leaders.
However, do
not permit such latitude when the issue is controversial or
when an unpopular decision must be made. Under such
circumstances always seek the opinions and advice of
your stakeholders and then make the decision yourself. Try to
give everyone a chance to be heard, to agree or disagree as they
see fit. At times do deliberately encourage debate by taking an
opposing position to the majority viewpoint or by asking another
staff member to do so. Open, spirited discussion creates a sense
of satisfaction and commitment to the decisions that are
eventually made. After hearing all sides and asking numerous
questions, either make the decision
on the spot or set a final date for doing so. This way everyone
knows that action will be taken.
Obviously,
you cannot please everyone with your decisions nor should you
try. The important thing, once again, is that stakeholders have
a say about major issues that impact them. After that the leader
must make the tough calls by saying, “This is what we’ll do." |
