Leaders have 3 types of decision-making approaches from which they can choose. They can be:
- Leaders who allow others to make the decision.
- Leaders who make the decision without listening to the perspectives of others.
- Leaders who make the decision after listening to the perspectives of others.
Let’s use the hiring of a gift officer as a decision-making example.
If using the first approach, the leader would abdicate her leadership responsibility and simply say, “whatever you all want is what we will do.” The leader might allow the search committee to recommend candidate A over candidate B. And, as such, candidate A would be offered the position.
Using the second, approach, the leader would decide to make the decision all on her own without inviting the perspectives of others. In this decision-making mode, the leader probably would not have a search committee and, instead, would simply say, “I am hiring candidate A.”
If the leader used the third approach, she would retain decision-making authority, but invite the perspectives of others to inform her decision. The leader would assemble a search committee and ask them not who they recommend for hiring. Instead, she might say, “As I make this decision, it would be helpful for me to hear the strengths and weaknesses you would list for candidate A and candidate B.”
Far too many leaders are hesitant to make (and thus be held accountable) for decisions. Additionally, they have a deep desire to be liked and seek harmony with others. Therefore, they choose the first decision-making approach. But, this model of decision-making leads to frustration and limited progress because some decisions simply don’t get made, they just get postponed.
Additionally, too many leaders act autocratically and make decisions without consulting anyone. They may view this as “strong leadership,” or “clear decision-making.” But, actually, it leads to less than optimal outcomes and people who feel demoralized and disenfranchised.
Finally, too few leaders behave with the confidence and have learned the skills and techniques to ask questions that seek various perspectives while retaining decision-making authority. But, this is how the best outcomes are achieved and how people will best feel heard and valued in the process.
Over time, the best outcomes emerge not from choosing the “right” decision each and every time.
The best outcomes emerge from choosing the “right” decision-making process each and every time.