Many of us see the results of second-guessing played out weekly if not daily. The tendencies to make decisions in a vacuum or change directions from a previous decision is near-rampant in some companies and organizations. These authors outline fixes for common re-think behaviors.
- Clarify the decision-making process
- Establish a “silence denotes agreement” ground rule at the onset
- Define the accountable person, scope, timeline and benchmarks
The second post deals with How to get a team member to ask for help (when they need it).
Source: Harvard Business Review, February 25, 2016.
In any situation, when a decision is questioned, you’ll need to weigh the costs/benefits of reopening the decision versus staying the course. Reconsidering or revoking a decision for the wrong reasons slows your organization down in the moment and plants the seeds of an indecisive culture.
Source: Management Skills Blog, February 24, 2016.
A member of my team works hard and handles day-to-day tasks well, but, when his plate gets a little too full, I often don’t find out about it until after an issue happens with a client. Little problems, allowed to fester, become big problems.
INSIGHTS – Winston Churchill said, “He who fails to plan is planning to fail.” Too frequently, we leave final decisions on the table because we don’t clarify all elements. One way to ensure everything is covered is to use WWW-HW or Who, what, when, where, how, and why? I use this acronym to help guide myself and wrote about it in Discover the Unspoken Needs, Vet Advantage, December 2013, pages 8 and 10.