Category Archives: Decisiveness

Strategic persistence: Don’t give up if the cause is right

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You have a position on an issue or a new idea that you believe is right for the organization. In spite of significant effort, the innovation isn’t gaining traction. In fact, there appears to be significant opposition. It can be tempting to throw in the towel, even when you have the facts to support your position. How do you persist when you know you’re right and others aren’t on board?

Persuasion involves more than charisma and charm. Patience, time and a disciplined set of strategies are required.

Shape the discussion. You need to be the one driving the conversation.  provide the facts, give the context and connect the dots for others who need to get on board.  By all means, include others’ perspectives.  Just don’t let them be the spokesperson for the topic.

Infect others. Think of your idea as an epidemic that needs to be spread. Your enthusiasm and ability to articulate your argument can be persuasive tools. Figure out who the key players are in this situation.  They may or may not be people in positions of authority. Some people may be “connectors” -  individuals with broad social networks who are able to influence others (see Malcom Gladwell’s book, The Tipping Point).

Be nice. Forget taking off the gloves; you won’t advance your position by getting into a sparring contest with your opponents. You will score points by punctuating your argument with self-effacing humor and an open mind.

Know your opponents’ position. Play devil’s advocate and come up with every conceivable reason why your idea is terrible. You can then anticipate the opposition’s arguments and be prepared to derail them before they are mentioned. Your adversaries will come up with some unexpected roadblocks, so be ready to think on your feet.

Adjust to new realities. External factors may change the equation. Be prepared to adjust your plan and your persuasive tactics based on new information. This will show a fluid grasp of the situation at hand, and you won’t be caught using last year’s data for this year’s problem.

Outlast them.  Be calmly persistent and keep the issue front-of-mind for key people. Sometimes the victor is simply the person who is willing to continue playing the game.

Persistence involves resilience over time and the ability to maintain serenity in the midst of turmoil. Don’t underestimate the power of simply maintaining a forward momentum. As Calvin Coolidge said, “The slogan ‘press on’ has solved and always will solve the problems of the human race.”

Want to be more persistent when the time is right?  Or could your team learn some new strategies for “pressing on”?  Contact Humanergy.

Photo courtesy of stock.xchng.

 


Making decisions under pressure

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For some people, making decisions isn’t easy. Decision anxiety is on the rise, in part because it’s very difficult to grasp all of the ever-changing dynamics of situations. When the stakes are high, it is tempting to delay decision-making by continuing to gather extraneous data, hoping that a foolproof answer will emerge. Some leaders defer tough decisions to a committee, hoping that a group of people can create a miracle. Knowing that no decision-making is guaranteed to produce the results you want, how do you avoid either a knee-jerk reaction or decision paralysis?

Know your biases. Research done for the U.S. military at the Georgia Tech Research Institute showed that people develop unconscious strategies that help them simplify decision-making. These strategies or biases allow people who must process lots of information to draw quick conclusions. This study, aimed to improve decision-making under fire, found many different kinds of biases. Some of the most applicable to non-military leadership decisions are:

  • Absence of evidence. Not considering missing information that is relevant to the decision.
  • Oversensitivity to consistency. Giving more weight to multiple reports of information, even if it comes from one source.
  • Randomness. Perceiving a causal relationship between two or more events, even if they aren’t related.
  • Vividness. Giving greater weight to information received directly, rather than secondhand, even if the secondhand information is more valid and relevant.

People use these unconscious biases to categorize, weigh and interpret vast amounts of data quickly. They weed out certain kinds of information and draw quick conclusions about others – some of which can lead to errors in judgment. How do leaders make decisions “under fire” without succumbing to these ineffective shortcuts?

Ask, “what information is missing?” Enter every decision assuming that you don’t know everything yet. Then make a concerted effort to uncover any missing data that impacts the situation. This may mean re-examining the old parameters and assumptions that underpin your decision, given the dynamic business climate.

Seek out new sources and new types of information. Remember that even if a person gives you the same message repeatedly, that does not make it true. Seek out different perspectives and emerging knowledge to inform your decision. If you always ask the same customers for their feedback, for example,  try another approach. Seek out clients who were dissatisfied or a brand-new customer to gauge first impressions. Resist the urge to chart your course based on a single source, no matter how persuasive the argument presented.

Find real root causes. Be rigorous in defining the causes of the problem you are addressing. It is easy for our brains to jump to conclusions based on the timing of events and other superficial evidence. Carefully scrutinize the assumptions you’re making about causal relationships. Also, make sure that the decision you make addresses the root cause – not just the symptoms – or you will be back trying to solve that problem all over again in the near future.

Weigh information impartially. Information you receive directly, especially when it’s persuasively verbalized, can be compelling. Combat the urge to give that first-hand account more credence by identifying trusted people who can fact-check and/or plays devil’s advocate. Remember that what may be appealing about one particular message may relate more to your emotional reaction than to its validity.

If you follow these best practices, will you have 100% confidence in all of your decisions? Sadly, no. You must accept that there is a gray area of unknowns and make your best educated and informed decision. If you find you’re going the wrong way,  don’t hesitate to pull the plug or adapt your strategy in order to meet your goals. As Paul Sullivan writes in his article titled Being Clutch, Or How Not To Choke Under Pressure, don’t fall in love with your plan (or in this case, your decision). What you can love is the process of making decisions the right way.

Have a question or want some input from Humanergy about this topic? Contact us and we’ll get right back to you!


Do you have leadership presence?

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You recognize it instantly. People with leadership presence exude an aura of command, a confidence that they are in control of themselves and the situation at hand. It’s different from charm or charisma, though they may be very engaging qualities.  Leadership presence can be high in people who are extroverts or introverts, so it is not necessary to be the most talkative person in the room.

George S. Barrett, CEO of Cardinal Health, in an online New York Times interview, talked about the importance of people believing in their leader, and trusting the competence and judgment of the person at the helm. He articulated leadership presence as a combination of doing the right things and forging a connection at a human, fundamental level.

What qualities make you a leader with presence, one with an aura of command?

Confidence. Leaders with presence use language that is strong, positive and based on facts.  They are calibrated about what they know and don’t know.  Because of that calibration, they don’t oversell themselves or their ideas, and are not falsely humble. They are a visible, passionate force within the organization.

Vision. Leaders with presence have a strong clarity of purpose, a compass that guides not only what the organization does, but why. They share this vision widely and engage others within the organization in shaping how the vision will be realized.

Strength under fire.  Even in the most arduous circumstances, leadership presence requires self-control and poise. Leaders with presence are grounded in the facts, and do not allow emotions to skew their perspective about what is important. They remain focused and responsive to changes around them and are not afraid to make the tough calls when necessary.

Judgment. Leaders with presence use judgment to achieve excellence. They establish mechanisms for accessing the critical information needed to understand the current reality and predict the future. Like good chess players, leaders with presence think 1, 2 or 3 moves ahead in terms of strategy. They focus only on what’s most important and are prepared with contingency plans for both the foreseeable, as well as the unpredictable, future scenarios.

Learning. Leaders with presence are continual learners. They gain insight first and foremost by listening and asking the right questions. They are disciplined in their efforts to better understand themselves, their people and the world around them.

Humility. Leaders with presence recognize that they don’t know everything and actively ask for help when needed. They admit mistakes and take action to ensure that they are not repeated.

Engagement. Leaders with presence create space for people to own their work and express their passion, thinking and creativity. At the same time, they ensure that people know what results are needed and why and provide the necessary support and accountability.

Image. Leaders with presence project a professional image through appropriate dress, grooming, behavior and language. They freely express their own unique personality within these boundaries, and are comfortable in their own skin.

Leadership presence is an intangible that can be readily observed, and difficult to achieve. The payoff is that leaders with this aura of command can more easily create a work environment where people relax, engage and confidently take action themselves. Without this intangible, others in the organization may feel anxious and uncertain because of the leadership vacuum. Assess yourself today and begin addressing the gaps in leadership presence, so that you can earn the respect and trust of your people.

Have a question or want some input from Humanergy about this topic? Contact us and we’ll get right back to you!


Accountability with compassion

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A recent New York Times  interview with Niki Leondakis, chief operating officer of Kimpton Hotels & Restaurants, illustrated an important point. You can hold people accountable to high expectations and show compassion at the same time. Early in her career, Ms. Leondakis felt that she needed to emulate the other (mostly male) leaders who had a take-no-prisoners, harsh style. Over time, she learned that it not only felt better to show compassion, a more compassionate approach was more effective as well.

What is compassion and how can it help you hold others accountable?

Compassion isn’t weakness. Compassion is rooted in a profound respect for others and reflects an unfailing commitment to uphold the dignity of people. As such, all people deserve compassion, even if they’ve made a mistake or even done something unethical or illegal.

Compassion requires listening. When people don’t meet our expectations, it’s all too easy to jump to conclusions. Compassion requires that you slow down and take time to gather facts and listen to the perspectives of all involved, most particularly the person who appears to have a performance issue.

Make sure performance expectations are clear. Part of being a compassionate boss is clearly outlining what you expect in terms of behavior, results and impact. This should be done not only at the point of hiring, but should be reviewed periodically. Don’t forget that communicating expectations isn’t a one-way process. Check for understanding by asking your direct report to summarize her understanding in her own words.

Schedule check-ins and follow through. The annual performance review should not be the first time your direct report hears that there is a problem. Upon hiring, or when a new project is assigned, schedule time for updates and feedback. Don’t assume that everything is going well. Ask questions and share your perspective; if more resources, such as training, information or time, are needed, advocate for what is necessary for success.

Don’t dilute feedback. You might think that you’re doing the person a favor by being less direct. In fact, you’re potentially creating harm. If your direct report doesn’t hear all of the feedback, performance may continue to deteriorate. Then you’ll be forced to deliver even more bad news – even to the point of disciplinary action.

If disciplinary action is necessary, move forward. Expectations were clear. The person was properly trained and supported. If poor performance dictates disciplinary action, as Nike says, just do it.  Not ruthlessly or in a cold manner, but don’t beat around the bush. Share the behaviors that are a problem and how they impact the organization. Outline next steps and expectations. Don’t forget to listen, too, since this is one way to honor the person’s dignity. You can certainly share that you find the situation unfortunate, but  remember that it’s not something you created; therefore, you cannot apologize for it.

Allow the person to have a reaction. Just don’t fall into the trap of taking responsibility for the other person’s feelings. You didn’t create the situation and aren’t responsible for managing the other person’s emotions. Listen and remain calm in the midst of the storm. Above all, avoid phrases like, I know just how you feel or everything will be all right.

A truly compassionate supervisor not only delivers the good news, but the bad as well. Done well, both types of communication foster positive relationships and professional growth. Having the other person’s best interests at heart is a great foundation. In addition to good intentions, deliver your clear, factual message with compassion. You will sow the seeds of goodwill and future success, and everyone will be happier. As the Dalai Lama says, If you want others to be happy, practice compassion. If you want to be happy, practice compassion.

Have a question or want some input from Humanergy about this topic? Contact us and we’ll get right back to you!


When facing a crisis, think wider!

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You’re facing a crisis and working hard not to panic. Sure, it’s not your first emergency, and you survived the others. What tools can you use this time to not only survive, but maintain clear thinking in the midst of chaos?

Use situational awareness. Law enforcement officers, who deal with life-or-death situations, are trained to avoid cognitive blindness. That’s what happens when we face a threat. We focus in on the one thing that’s giving us trouble. Officers are trained to develop situational awareness or the ability to  mentally widen out. Think of it as a camera lens that pulls back to wide angle. Rather than focusing your thinking on the narrow threat, expand to take in the larger picture.

To broaden your thinking, ask these questions:

  • What are the peripheral issues that have an impact on this crisis?
  • What other industries might we learn from?
  • What other situations have we been involved with that might inform our actions?

To deepen your thinking, ask:

  • What are the potential outcomes of the situation now? In the future?
  • What other perspectives aren’t we considering?
  • What data are we using to make a decision?
  • What other data point to a different conclusion?
  • What assumptions are we making, even without being consciously aware of them?

Try the rule of six. When things go bad, we want to quickly zero in on “the answer.” Judy Sorum Brown shares the rule of six, which was taught to her by Paula Underwood, a Native American leader and author. Basically, this means that we come up with at least 6 possible answers to our problem. The most challenging aspect of the rule of 6 is that you must hold each of those 6 answers in your head and not immediately choose from among them. This allows you to be open to a wider range of thoughts and perspectives. As you discuss and examine all 6 without judging, you are able to be a true systems thinker, without having to champion “your” idea.

We all want to be like Henry Kissinger, who said, “There cannot be a crisis today; my schedule is already full.” Like it or not, you’ll face predicaments that must be solved. Giving yourself (and your team) a wider head space in which to think will mean a better solution. And because it’s the best resolution to the problem, you probably won’t have to deal with that same crisis again. Good riddance.

Have a question or want some input from Humanergy about this topic? Contact us and we’ll get right back to you!


Stop talking, start doing

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no-talkingGreat leaders give inspiring speeches, restate the organization’s values and reinforce outstanding performance.  They also know when to shut up, to put it somewhat crudely. What situations should cause you to stop talking?

You need to listen. It’s all too easy to let our need to orate overshadow the vital listening function of leadership. Spend part of each day gathering information and listening carefully to your people. Hint: You can’t listen when your lips are moving.

You need to make a decision. When decisions are tough, we sometimes defer them by continuing the discussion. Figure out if you’re still talking because you just don’t have the guts to make a decision.

You can’t do anything. You don’t have the time, money or people to address the problem. Stop talking about it. Expend your energy on stuff you can impact.

It isn’t the best way to get the message across. Rather than lecturing, try setting up an experience that will make your message crystal clear. Often people learn better through active learning.

You don’t have credibility. Everyone knows you don’t handle negative feedback well. Therefore, you are not the right spokesperson for the annual performance review process. Defer to another team member until you can be a role model for the issue.

It’s all about you. The most influential leaders speak infrequently about their accomplishments. They make the people around them feel capable, interesting and important. Braggers are boring.

Now that you’ve freed up all this chit-chat time, think of what you can accomplish! Once again, Mom was right. Actions DO speak louder than words.

Have a question or want some input from Humanergy about this topic? Contact us and we’ll get right back to you!


Being decisive…or maybe not

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42-15181409In 50 DOs for Everyday Leadership* we talk about the importance of making decisions when they are needed. (That would be DO#6 for those of you are are wise to the DOs.) Being decisive is not only a strategic part of the “leader job;” it’s a big part of building trust. The people around you need to know that you’ll be ready to make the right decisions at the right time.

Please note that we didn’t say “make all the decisions all the time.” (For those of you prone to “leadership as dictatorship,” we’ll try to address this in a future posting!)

For some people, decisions don’t come easy. For the decision-challenged, we find these strategies to be helpful:

Fake it til you make it. Instead of labeling yourself as indecisive, replace that internal dialogue with, “I am a decisive person.” (Do NOT follow this by looking in the mirror and saying, “I’m good enough, I’m smart enough, and doggone it, people like me.”)

Solve the right problem. Before making a decision, examine the root cause(s) of the problem by asking 3 “why” questions. A (perhaps overly) simple example: My shower head isn’t powerful enough. Why? It seems to be clogged. Why? The water is hard. Why? My water softener isn’t working properly. Why? No salt.

Get it down on paper. Once you know the root cause, jot down everything you can think of about the problem and possible decision alternatives. Who’s involved, what do others know, what is unknown, how long it’s been happening, etc.

Sleep on it. Don’t expect big AHAs right away. Let your thoughts slowly percolate, preferably overnight. Your brain will continue processing on its own, and you might be surprised at some of the new information you can add 12 hours later.

Keep an open mind. It’s human nature to look for evidence that confirms what our gut is telling us. Consciously seek out opposing opinions and information that contradicts your gut. Your decision will be stronger for it.

Life is uncertain, so don’t wait to know everything. Sometimes you need to leap, even when you can’t pin down all of the facts. If you’ve followed the steps above, you’ll be in much better shape to not only decide, but to deal with the consequences of your decision.

Remember, not deciding is deciding. Enough said.

Have a question or want some input from Humanergy about this topic? Contact us and we’ll get right back to you!

* 50 DOs for Everyday Leadership: Practical Lessons Learned the Hard Way (So You Don’t Have To) was written by Humanergy’s John Barrett, David Wheatley and Lynn Townsend. For more information, check out our website at www.humanergy.com or call us at 269.789.0446.