How to Cultivate Engaged Employees – 6th in a series of 6 related Posts

Just because it’s fast, doesn’t mean it’s best!

Guideline #6– Don’t insist that a decision must be made

“Conventional management wisdom holds that a flawed decision is better than no decision,” writes HBR author Charalambos Vlachoutsicos. He goes on to advise that leaders should reject conventional wisdom: “If you can’t get agreement on a decision, don’t rush to impose one. Think instead about putting in place a process that yields decisions, even slowly made ones, that everyone can accept even if agreement is not unanimous.”

As I noted in previous posts, we have a clear process in place for working through issues and coming to agreement at Intertech. Having a process takes time and, more critically, discipline. I do believe, however, that decisions should be made when it is possible to do so without further discussion. “Analysis paralysis” can result when leaders do not feel empowered to make decisions, no matter how small they might be.

In situations where more discussion truly is required, it helps to send out all the information related to the decision in advance. Prepping in advance means people can arrive informed and ready to discuss, versus wasting precious meeting time waiting for everyone to read through long documents. For more on meetings, check out chapter 65 of my book, “Make Meetings Matter.”

How to Cultivate Engaged Employees – 5th in a series of 6 related Posts

No one, including superheros, has all the answers.

Guideline #5 – Don’t try to have all the answers

HBR author Charalambos Vlachoutsicos writes that “Problem solving is central to the manager’s sense of self, and feelings of inadequacy can surface when a solution is elusive.”

This guideline dovetails with his first guideline, “be modest.” If we can take our egos out of the equation, we are free to get input from others and to encourage them to be their best thinking. Think of the process as team building, particularly if you’re grooming someone to be the “go to” person when you’re not around. Continually ask,  “What do you think?”

If you pay attention, you will find someone (or several people) who consistently come up with ideas that are as good or better than your own. Essentially, you want to identify those people who put the good of the firm ahead of their own personal agenda, as well as those who can control their emotions and make solid decisions. Of course, you’ll never find these people if you spend all your time in your office trying to solve all the problems your self.

If you’ve read my book, Building a Winning Business, you might think I’m contradicting myself. After all, chapter 55 is called “Leaders Solve Problems.” But if you read it carefully, you’ll recall that my advice is to involve others in brainstorming solutions – as well as holding others accountable for making sure solutions are implemented.

As my team frequently says, “One team, One dream!”