Every leader I know would rather invest time inspiring people to a great cause, then to spend time trying to convince them of the greater purpose. And all too often, when going through tough times and having to make tough decisions, we slip into the "error of emotional economy." Let me explain by asking you to re-read the first sentence of this article. What words reflect terms of economy?
You're right. The words invest and spend. Isn't it amazing how quickly we shift in our minds to a negative posture when we know that the choices we make may not be popular and somehow we have to help others embrace those choices? We rapidly shift from investing in the emotional economy of good people, to the spending or expense of time that we feel is too precious to waste. And here is the danger point: those we lead can tell if we are investing in the process with them or if we're just giving lip service. Creating the time to invest in your people by leading them through a process will generate strong returns of trust. Spending that "trust fund" by leaving them out of the process will prove to be a costly mistake.
There are 5 Key Steps to Leading Others Through a Tough Decision.
State The Obvious. When dealing with difficult issues (i.e., budget, missed goals, any crisis, etc.) cut to the chase and tactfully define the problem. A one sentence statement is all you need; not a whole report with footnotes. Way too often leaders are busy trying to find the "soft" version of the problem and they run circles around the real issue creating more confusion, shifting blame, and insulting their team members intelligence. Get to the point, then you can get to the possibilities!
Sort Out The Options. Once you've put the obvious into a one sentence statement, you've moved yourself and your team beyond the greatest time wasters of denial, blame, and excuses! With all that behind you, now you can begin to gather ideas of what to do next. Look for options that are forward thinking. No "if only" scenarios are allowed. "What if" possibilities are the options you want on the table. Ask your team members to contribute their insights. Sort out the best by looking for things that invest in emotional economy as well as the economy of execution (how quickly can we begin to take action and see results).
Select The Optimum Good. Choosing the best option is where genuine leaders step up and make the call. We may be able to build a team concensus or we may have to make the choice alone. One thing is consistent: we must always consider which option is the most beneficial. Even if that means added risk, multiplied responsibility, and the subtraction of people who have divided desires or intentions. We must look for what brings the optimum good for all involved.
Share The Objectionables. Don't pretend that everything is perfect or that your decision is the golden bridge to success. Admit that there are rough edges and sacrifices to be made. Open discussion of the things that are uncomfortable shows your team that you live in the real world and not in some leadership la-la land. Remember that the best outcomes, come out of forthcoming conversation.
Show The Way To Desired Outcomes. Simply put - roll up your sleeves, pick up your shovel, and start demonstrating what can be done! When we Show The Way, people begin to find their way.




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