Originally published by Shelley Row, P.E., ACC
I was intrigued but not surprised. The a-ha moment happened as I discussed the pitfalls of over-thinking with a group of 70 transportation leaders. It could have been any group of leaders. Perhaps it is evident: Leaders develop good and bad decision-making habits and so do organizations. I work with individual leaders to develop their capacity for balanced decision-making. But, organizations also develop habits – ways of relating or responding – that may be productive or not. The organizational decision-making pattern is learned or influenced in part by the leader.
I see two implications:
- The same principles for balanced decision-making apply to organizations as to individuals. Like an individual, organizations can practice and reinforce productive decision-making until the collective “brain” of the organization is rewired.
- The leader’s impact extends beyond the immediate decision. The leader is the decision-making model for the organization. Over-think it and a message is sent. Have a knee-jerk reaction and another message is sent. Exhibit balanced decision-making and a model is created that reinforces optimal behavior.
Let’s consider, for example, a tendency to over-think decisions. Over-thinking is characterized by delayed decisions, a relentless need for more information, and analysis paralysis. Over-thinking wastes time, causes missed opportunities and reduces ROI. And while it may be a characteristic attributed to a leader, an over-thinking organization moves at a slow, slogging pace.
An over-thinking organization creates a culture of caution that permeates its collective thinking. Early warning signs of an over-thinking organization include constant striving for more data and analysis, reluctance to make a recommendation, and bumping the decision to a higher level. Cautiousness grinds progress to a halt. Rather than decide and move on, the organizational unit studies and vets and studies even more. As with an individual the way out is to first notice the hesitancy and then to probe the organizational discomfort. What is the underlying feeling within the group? Why is there fear of moving forward? What repercussions lurk – either real or imagined – that color the forward progress of the group? Once those intangible issues are surfaced and articulated, there is a chance for the group to choose a different path. But an organization is more complex than an individual. Although difficult, deeply ingrained organizational habits can be changed. As with an individual, that change comes as a result of practice, reinforcement and focused attention. Did I mention practice? Did I mention reinforcement? This is hard and it requires determination. It is the practice and focused attention that will ultimately rewire the organization’s collective brain. Members of the organization, managers and leaders must stay vigilant to the ease with which decision-making can slide into old, familiar patterns. As in an individual’s brain, habitual responses are easier, faster, and comforting for the organization. But they may not be productive.
The leader’s role is even more crucial. It’s important for a leader to develop good decision-making practices as part of her skill set and it is even more important to be an example of productive decision-making. The leader’s decision-making approach is mimicked and modeled – perhaps more subconsciously that consciously.
When a leader gets lost in over-thinking, that behavior trains the rest of the office. An over-thinking leader creates a culture of restraint with overly-cautious team members who are risk averse and who have an avoidance mentality. Unhelpful behaviors exemplified by the leader are passed along to the staff perpetuating suboptimal decision-making. It’s a huge price to pay.
Conversely, a leader who models balanced decision-making that uses both cognition and intuition grows a staff with deep awareness and capability. This type of decision-making also takes individual practice and persistence. However, the ROI is significant. The organization benefits from sound leadership decisions and staff become receptive and capable with the depth to choose well-balanced responses. It cultivates a healthier organization and positions individuals to grow into insightful leaders. When the leader cultivates balanced decision-making patterns, it permeates the organization like a breath of fresh air.
So what about you and your organization? Are you as a leader, developing balanced and insightful decision-making patterns? Have you looked at the decision-making patterns of your office? As you develop yourself, you feed them. It’s worth the practice and persistence.
Shelley Row, P.E., ACC works with executives, managers and organizations to develop insightful leaders who must see beyond the data. Shelley helps you grow the bottom line and reduce workplace drama by bringing you practical techniques in decision-making, motivation and teamwork that are grounded in neuroscience and her executive and engineering experience. Named by Inc. as a top 100 leadership speaker, she is also a consultant and author. Learn more at www.shelleyrow.com.