“My boss doesn’t think my decision to implement a new performance review system was a good one.”

“Did he offer a reason for his position?”

“He said he thought I didn’t look at other options or involve enough other people.”

“Did you do those things?”

“Sure, I did some research, albeit not a lot, and talked to a few people but what I really did was my job:  see a problem and fix it.”

Hmmm…danger signs at the intersection of autonomy, decisions, and collaboration!

Reconsider, v.  To seek a justification for a decision already made.  ~Ambrose Bierce, short story writer and journalist

In his thought-provoking book, Motivation, Daniel Pink points to research detailing — not surprisingly — that we’re stimulated by purpose, mastery and autonomy.  

Yet, if we’re going to be successful in being a leader, we have to balance the autonomy portion of that equation with collaboration.

While there are times when a party of one is the best decision-maker, most times it’s more beneficial and productive to invite more people to the decision-making party. Results include diversity of thought, inclusion and participation.

Making good decisions

I’m not advocating for reams of analysis and organizational paralysis…that’s sooooooooooo awful.

What I am advocating for is a simple process that assures involvement and a rich, thoughtful outcome. That’s not so hard!

Create a constructive environment. 

Have a focus group, take some folks to coffee, mingle after the staff meeting — all good locales for sharing your preliminary thoughts and inviting alternate points of view.

Generate and explore good alternatives. 

No doubt, creating solutions is part of your job. Just be sure that you’ve read enough, talked enough, and turned over enough rocks to have a full picture of both the problem and potential solutions.  Sometimes you find out that the problem you’re trying to solve isn’t the problem at all.  As you explore, challenge (in a positive, professional way, of course!) the thinking of those involved as healthy debate is integral to productive brainstorming.

Select the best outcome.

Be thoughtful in analyzing the pros and cons of each solution. Ferret out unintended consequences before they happen. Balance the three-legged stool of people, principles and profits.

Check your decision. 

Bounce the problem and proposed solution off an impartial third-party, someone with no skin in the game.  Get a truly unbiased view of whether your solution is on the mark or misses it.  Park the ego, and be willing to return to square one based on what you learn.

Communicate. 

Double-back with stakeholders (at all levels within the organization) to assure their buy-in. Talk to people who will be affected by the new system, process, etc. and weigh their feedback. Play angel’s advocate with yourself and with the decision-party team to test your assumptions and solutions to see if they hold water.

Make it happen. 

Put the plan into place, create success measures (both quantitative and qualitative as appropriate) and use a thoughtful plan to monitor progress and maintain ongoing communications.

If you’ve followed this process start to finish, then you can say “I’ve done my job!”

What else would you add?