Introduction

We as leaders must be responsible for progress and clarity in our organizations. But the best course of action is not always clear, and getting teams on board with a decision can be difficult.

Sometimes, we are the ones who have to make the decision. Other times, someone else suggests or makes the decision, and we are responsible for moving it forward and making it happen.

Regardless of who makes the decision, leaders should always focus on two things: the results of the decision and getting people to agree with why the decision was made.

This article provides a framework for leading important decisions, from understanding the impact of different options and getting feedback from others to reducing uncertainty once a final decision has been made.

Get the data

Before we make a decision, we need to be clear about what we’re trying to achieve and why we think a certain decision is the best one. We can start to develop a plan, but it doesn’t have to be perfect yet.  However, before we move forward with the decision, we need to make sure that our assumptions are correct.

The higher up we are in management, the less involved we are in the day-to-day work of our engineers. This means that they have valuable perspectives that we may not be aware of. That’s why we need to get their feedback and be willing to change our plans accordingly. We should focus on understanding their concerns, not just telling them what to do.

It can be tempting to only listen to the most experienced engineers, but we should also listen to the less experienced and newer members of our team. They may be able to see challenges that the more senor engineers can’t see because they’re used to the way things are done or because they have too much knowledge about the current process to see the big picture. Therefore, it is important to listen to all of our engineers and to consider their feedback.

Consult – with other leaders

At a certain point in the decision-making process, it’s important to consult with other leaders who will either help you make the decision or be responsible for implementing it.  This means scheduling one-on-one meetings with them to discuss the decision in depth and get their feedback.

These meetings are important for a number of reasons. First, it can help to ensure that you have a well-rounded understanding of the situation and the potential implications of the decision. Second, it can help to build buy-in for the decision, as people will be more likely to support a decision that they have been involved in making. Third, it can help to identify and mitigate potential risks.

To ensure that these meetings are productive, it is essential to build trust with the people you are meeting with. This means creating an environment where everyone feels comfortable speaking the truth, even if it is different from what you want to hear. Pay attention to when people are quiet. This may be a sign that they are uncomfortable speaking up, or that they are thinking through their ideas carefully. Ask them questions to encourage them to share their thoughts, and give them space to talk through their ideas fully. Reassure people that it is okay to not have all the answers. The goal of these meetings is to explore ideas and identify potential risks, not to come up with a final solution. Encourage people to raise any concerns they have, even if they seem minor.

Even if you do not agree at the end of the discussion, you will still have a better understanding of the idea and the potential risks. This information can be used to make a more informed decision.

Evaluate – the proposal

It’s time to evaluate the proposal as a team. It’s important to set aside our personal feelings about the proposal and focus on what’s best for the organization, otherwise it will be difficult to be objective when evaluating it. We need to remember that the goal is to make the best decision possible, regardless of who came up with the proposal.

It may feel more comfortable to stick to what we know and surround ourselves with people who agree with us, but that’s not the best way to make decisions. The best leaders know that it’s important to hear different perspectives, even if they challenge our own. When people tell us that we need to reconsider something, they are showing courage by sharing critical information about the challenges we face. We should take their feedback seriously and consider what they are saying.

No one should have to endure disrespect in order to share their opinion. When we seek alternative points of view, we are interested in hearing the other person’s perspective about the proposal, not on the human being. This means that we should be open to hearing different ideas, even if they challenge our own. We should also be respectful of the people who are sharing their proposals, even if we disagree with them.

It is important to remember that everyone has something to contribute. By creating a safe and respectful space for people to share their ideas, we can make better decisions and the team can achieve its goals.

Draft the proposal

Now that we have gathered data, formed a hypothesis on the best direction to take, and understood why we are doing this, we can begin to document our plan. We have also considered other people’s perspectives and incorporated their feedback into our thinking.

The purpose of documentation at this stage is to consolidate all of our information in one place. Writing down our plan not only helps to solidify our thinking, but it also allows us to communicate it to others and solicit feedback from a wider audience.

We should make the documentation available for comments and be open to edits. Sharing the plan with others may give us valuable insights that could lead us to reconsider some aspects of our approach.

If we receive a lot of feedback, we may want to hold topical meetings with smaller groups to discuss the nuances of the decision in more detail. Any points that are unclear to many people should be captured in the documentation to provide clarity in the future.

Define Your Final Decision

It is important to hear multiple perspectives when making a decision, but it is also important to set a deadline for this process so that decisions are not delayed indefinitely. There is no perfect approach, and it is possible to debate a decision forever without ever reaching a conclusion.

Once you have gathered all of the relevant information and considered all of the different perspectives, it is important to make a final decision. This decision should be made by the leader who is most responsible for the outcome of the decision. Once the decision is made, it should be clearly communicated to everyone who needs to know, including those who will be implementing it and those who will be affected by it. The final decision should also be documented so that it is clear that it is final and no longer in draft form.

It is important to recognize that there may be people who disagree with the decision. This is perfectly normal and should be expected. However, it is important to explain to everyone that it is time to move forward. If we do not do this, we risk creating an atmosphere of uncertainty and lack of accountability. This can lead to confusion, conflict, and delays. It is also important to remember that once a decision is made, everyone should commit to supporting it, even if they disagree with it.

Of course, there may be cases where new information comes to light that warrants revisiting a decision. However, these cases should be the exception, not the rule. It is important to strike a balance between being open to new information and being able to move forward with decisions.

Detail Your Plan

Once everyone is on the same page about the decision and direction, it is time to develop a plan. As leaders, we should focus on the outcomes of the plan, rather than the details of how it will be executed.

It is tempting to get involved in the details, especially when things get complicated, but we need to trust our teams  to do their best jobs. If our team members are unclear about the process or execution strategies, we can provide guidance, but we should focus on giving them the support and resources they need to succeed.

Ultimately, at this stage, we should be clear about our goals and next steps. We need to ensure that our teams understand why this direction is important and share a vision for the outcome. This is important because it motivates our teams and helps them to stay focused on the big picture.

Conclusion

Making important decisions as a leader is never easy, but it is essential for the success of your team and your organization. By following the framework outlined in this article, you can make more informed decisions that are more likely to be successful.

It is important to remember that there is no one-size-fits-all approach to decision-making. The best approach will vary depending on the specific situation and the leader’s own style. However, by following the steps of gathering data, consulting with others, evaluating the proposal, drafting the proposal, defining the final decision, and detailing the plan, leaders can set themselves up for success.

It is also important to remember that decision-making is an iterative process. Leaders should be open to feedback and willing to adjust their plans as needed. By being flexible and adaptable, leaders can increase their chances of making successful decisions.