MAKE INCLUSIVE DECISIONS
WHY IT MATTERS
One of the misconceptions of leadership is that people will blindly follow a leader wherever they decide to go. People follow leaders they believe in, and that belief is won in part when they are included in making important decisions that affect them. Leaders that include others in the decision-making process garner trust, belief, loyalty, and voluntary followership. People know why their leader is doing what they are doing so they are more apt to jump on board and help make them successful. Leaders that make decisions in a vacuum, without including other people, leave their followers on the outside, wondering what is happening, why it is happening, and to what degree they should lend their support.
WHAT IT LOOKS LIKE
Leaders that make inclusive decisions avoid making decisions in a vacuum. They believe decisions will always be better if they seek the opinion and perspective of others. They aren’t afraid to surround themselves with people smarter than they are. They put their ego aside for the sake of the work. They care more about getting things right than being right. They believe in teamwork, collaboration, and open communication.
Leaders that make inclusive decisions determine who else cares about the decision they have to make, anticipate who will be affected by the consequences, and seek their participation. They extend themselves to each interested party and explain the decision at hand. After setting the stage they listen for concerns, hear people’s perspectives, and harvest every insight that could influence their decision.
Leaders that make inclusive decisions don’t limit those who may participate in the decision-making process. They know differentiation is a powerful tool to broaden understanding. They seek after others with different experiences, points of view, and perspectives. They look outside their traditional circles of influence for additional expertise and willing allies. They are quick to create new relationships with people who are willing to help advance their cause.
Leaders that make inclusive decisions know that people are much more likely to accept a decision they participate in making. They believe that knowledge dispels false assumptions and unnecessary doubts and fears. They know that participation in making decisions gives people the opportunity to adapt and prepare for the decision’s outcomes.
Leaders that make inclusive decisions are willing to lend their opinion, experience, and time to other’s efforts. They accept invitations to help others with the hard decisions they face. They share their knowledge freely, knowing they aren’t just helping someone today, but are building bridges for tomorrow.
Leaders that make inclusive decisions realize the degree to which they include others in the decision-making process needs to match the criticality of each question being considered. They know when they can make decisions independent of others and when they need to invest heavily in collaboration. They are expert at determining the need for other people’s help. They involve the right number of people, at the right time, with the right expertise.
BELIEFS
SELF-REFLECTION
One of the misconceptions of leadership is that people will blindly follow a leader wherever they decide to go. People follow leaders they believe in, and that belief is won in part when they are included in making important decisions that affect them. Leaders that include others in the decision-making process garner trust, belief, loyalty, and voluntary followership. People know why their leader is doing what they are doing so they are more apt to jump on board and help make them successful. Leaders that make decisions in a vacuum, without including other people, leave their followers on the outside, wondering what is happening, why it is happening, and to what degree they should lend their support.
WHAT IT LOOKS LIKE
Leaders that make inclusive decisions avoid making decisions in a vacuum. They believe decisions will always be better if they seek the opinion and perspective of others. They aren’t afraid to surround themselves with people smarter than they are. They put their ego aside for the sake of the work. They care more about getting things right than being right. They believe in teamwork, collaboration, and open communication.
Leaders that make inclusive decisions determine who else cares about the decision they have to make, anticipate who will be affected by the consequences, and seek their participation. They extend themselves to each interested party and explain the decision at hand. After setting the stage they listen for concerns, hear people’s perspectives, and harvest every insight that could influence their decision.
Leaders that make inclusive decisions don’t limit those who may participate in the decision-making process. They know differentiation is a powerful tool to broaden understanding. They seek after others with different experiences, points of view, and perspectives. They look outside their traditional circles of influence for additional expertise and willing allies. They are quick to create new relationships with people who are willing to help advance their cause.
Leaders that make inclusive decisions know that people are much more likely to accept a decision they participate in making. They believe that knowledge dispels false assumptions and unnecessary doubts and fears. They know that participation in making decisions gives people the opportunity to adapt and prepare for the decision’s outcomes.
Leaders that make inclusive decisions are willing to lend their opinion, experience, and time to other’s efforts. They accept invitations to help others with the hard decisions they face. They share their knowledge freely, knowing they aren’t just helping someone today, but are building bridges for tomorrow.
Leaders that make inclusive decisions realize the degree to which they include others in the decision-making process needs to match the criticality of each question being considered. They know when they can make decisions independent of others and when they need to invest heavily in collaboration. They are expert at determining the need for other people’s help. They involve the right number of people, at the right time, with the right expertise.
BELIEFS
- Leaders have to expand their circle of influence if they want to harvest the collective wisdom needed to ensure good decisions.
- Being the leader doesn’t mean knowing everything. It does mean having the humility to ask others what you don’t know.
- It is often other people’s implementation of your decisions that will prove them correct or incorrect, so involve them early.
- You are more likely to have people on your side if they are included from the beginning of an important decision.
- If you can’t silo the consequences of a decision, then you shouldn’t silo the process of making the decision.
- People fear what they don’t understand. If you include people as you go you will reduce their fear of the unknown.
- Not every decision deserves the same level of inclusivity. Some decisions require extensive outreach, some not as much.
- If you don’t include others when making tough decisions they are less likely to include you when the tables are turned.
- Don’t rely on your own expertise to get it right.
- See the impact of your decisions on others.
- Gain buy-in for your decisions.
- Accept the fact you can’t know everything.
- Want to know what other people think.
- Find people who faced what you are facing.
- Help people feel their point of view has value.
- Leverage the knowledge the collective whole.
- Know who to include and when.
- Learn from people of various backgrounds.
- Test your thinking and conclusions with others.
- Know who your decisions will impact.
- Gather others input before making a decision.
- Give your advice and counsel freely to others.
- Try to broadly to seek people’s input.
- Involve people from all organizational levels.
- Involve people when it impacts their work.
- Ask for help when you don’t know what to do.
- Involve the right people, not just anyone.
- Seek thinking from outside you team.
- Avoid going to the same people every time.
- Don’t think are good enough to go it alone.
SELF-REFLECTION
- Do I involve other people in the decision-making process, or do I make decisions in a silo?
- Do I surround myself with the very brightest, or do I feel too intimidated to surround myself with smart people?
- Do I care more about getting decisions right, or do I care more about getting individual credit?
- Do I identify those affected by my decisions, or do I make decisions without involving those who I will impact?
- Do I include the right number of people in helping make decisions, or do I involve too many people or too few?
- Do I seek counsel from people broadly, or do I limit those I turn to for counsel to my inner circle only?
- Do I seek after people with different perspectives and experiences than I have, or do I always play it safe?
- Do I believe including others will make my decisions better, or do I feel threatened when other people are involved?
- Don’t let decisions that should be made decisively delay because you are taking too much time by involving others.
- Don’t hesitate to do what you think is right if you can’t achieve perfect consensus with those who are assisting you.
- Don’t relegate your responsibility to make hard decisions to others in the name of trying to be inclusive.
- Team meetings are critical for organizational success.
- I find team meetings energizing.
- I encourage people to speak their mind.
- I am comfortable telling my boss when I don’t have an answer.
- I go out of my way to ask the people around me for their ideas.
- It doesn’t bother me when someone ignores my advice.