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Stashed ideas

23 STASHED IDEAS

Even though face-to-face interactions allow for a level of intimacy and understanding that may be lost online, with video formats you can still pick up cues and detect whether someone’s in some period of mild distress.

Leaping into task orientation too quickly may almost feel like a violation to the person on the other end of the call. Taking a pause to acknowledge where the person is and what they need can build trust over time and make the shared interaction emotionally less risky. Yet this might also make the exchanges themselves even more draining as you pause to doubt the interactions.

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Traditional decision making often follows these stages to get to a single choice or answer:

  • We consider a number of choices, discussing the pros and cons of each choice or option.
  • If available, we’ll present data for each option.
  • We vote for our favoured choice (dot voting is a nice technique to use here).
  • We end up with a single choice that we can or can’t all live with, and perhaps we made a compromise to get to the final decision.

The problem here is that we too often end up with a watered-down compromise that we can live with, but that doesn’t fully address our needs or address the problem.

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Better Decision Making

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New managers typically focus on their rights and privileges. They assume the position will give them more authority, freedom and autonomy to do what they think is best for the organisation.

Instead, new managers find themselves hemmed in by interdependencies. They feel constrained. They are entangled in a web of relationships, from subordinates to bosses, peers, and others inside and outside the organisation, who often place conflicting demands on them. Only when they replace the myth of authority with negotiating interdependencies will they be able to lead effectively.

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