The author has the objective of demonstrating how decision‐making conversations that are not guided by a process can lead to misunderstandings, wasted time, and a lack of results. These undisciplined exchanges will be contrasted with communications between and among people who use a common language and follow an agreed‐on, step‐by‐step approach to the decision at hand.
The author uses a partially hypothetical example of a leader who failed to involve her team in a major decision as a starting point for discussion of who should be involved in decisions, why, how, and when.
Decision making happens through conversations that people have, either one‐on‐one, with teams, or in cross‐functional groups. Unfortunately, many decision‐making conversations end up as free‐for‐alls, with people talking at cross‐purposes, sharing information haphazardly, and covering the same ground over and over without coming to any conclusions. Decision makers are far more successful when they are focused and equipped with a process to guide them through their conversations than if they let these conversations just “happen”. Two of the most important roles leaders can play are those of role model and coach, to individuals and groups, to ensure that their decision‐making conversations proceed in a rational, organized manner.
Practical ideas will be offered to help leaders transform their organization's decision‐making conversations from undisciplined exchanges to results‐oriented encounters.
