Unless proven wrong, they made the right decision.

Recently I found myself sitting around a table involved in a "hardy and dramatic discussion" about a business decision that had to be made; in the end, this particular decision did not go the way I had hoped. 

Experience has shown me that the decision making process is usually a mixture of "hardy and dramatic discussion", facts and figures, risk tolerance, gut feel and a smidgen of "hope" - And must lead to making an "actual decision"! 

It is always tough being on the wrong end of a decision; at the very least, it can challenge your conviction or belief systems and at the very most, your livelihood. As I reflect back on the dynamics around the table, I thought I would share some thoughts:

• Although decisions are made based on facts and figures (data if you will), the ability to communicate the information is key. It is with effective communication that a clear understanding is articulated, pros and cons weighed, and the risk of making the wrong decision is minimized. The phrase "being on the same page" comes to mind.
• The decision making process is different for everyone; how they process information, the speed in which they make a decision, their risk tolerance, or the circumstances for needing to make a decision. It is important to understand the circumstances requiring a decision, as well as how the people involved make their decisions - This way you can work within their "decision making comfort zone". My experience is when a person is outside their comfort zone they will either delay the decision or default to a "no".
• Once a decision is made you need to respect it, even when you disagree.
• You need to support the decision to the best of your ability once it's made. If you fundamentally cannot support the decision, you need to be clear on your position... there may be consequences, but you will be respected for it.
• Decisions need to be made to drive action; even a wrong decision is preferable to a non-decision or an endless decision making process. You can always "course correct" a wrong decision, but not much can be done with a non-decision. 

As I look back at the decision made around the table, which as I say did not go the way I had hoped, I do respect that it was made; I have also taken on an interesting perspective - "Unless proven wrong, they made the right decision".

So there you have it, I have made the decision to prove them wrong.

gpe

A "Golden Rule" for effective execution.

The following is the original and the rewrite can found by clicking here.

Recent events have reminded me of something I had learned many years ago and has made me smile at myself for such a lapse in memory. It's regarding optimizing effective execution and I am now defining it as a "Golden Rule", never to be forgotten - "Wait for two green lights and seven business days before you actually start doing anything."

The story goes something like this. -

My professional history has had me working in heavily matrixed organizations that encouraged urgency, a pro-activeness, and involvement from many corners of the organization to ensure ideas were "pressure tested appropriately". Sometimes this created a dynamic environment for getting projects off the ground, but it did increase the likelihood of overall success.

One day I was talking about a previous project with a senior leader in HR and she asked me if I had started the "new project"; I went onto say I had the green light but then it was put on hold, and it had now happened twice... I then said, "I have learned to wait for two green lights and seven business days before I actually start doing anything." To that, a director who was listening in on the conversation started to laugh and laugh; the senior leader smiled and nodded. They wished me all the best, and the project started about three weeks later... give or take.

The decision making process, particularly if the risks are high, there are competing agendas, and voices, is not a simple "go or no go".... it is more like "go, wait, no go, wait, wait, wait, maybe we will change the scope, wait, go!!!" - My experience is the larger the organization, the more true this can be.

"Wait for two green lights and seven business days before you actually start doing anything" is admittedly a little tongue in cheek, but figuratively (and sometimes literally) it rings very true as a Golden Rule to increase the effectiveness of your execution. And here is why...

• You are reminded to actually ask the question, "Does this project have a green light and when is the start date?" If the answer isn't anything but "yes", then someone is still deciding.
• Starting something before the project has the final green light exposes you to doing unnecessary work and the frustration that can come with wasted time and effort. Granted there can be advantage of getting ahead of the curve, but be forewarned there will be stops, starts and changes you didn't anticipate... some may make any advanced work moot.
• The Golden Rule reminds us of patience, and as we all know, a clearer and calmer mind gets things done more effectively. 

The "two green lights" are not just to know if the project is a "go or no go", but allows you to better understand the calendar of the project and available resources; frame up your time and event schedule, and prepare for the detail... and this brings us to the "seven business days".

I have found that once a project is a go, there is always some "additional ideas and thoughts" to take advantage of what is going on. The "seven business days" allow you to work any of these last minute additions or corrections into the plan... as well as remind all the appropriate parties of the lock down date for the final execution plan. After the lock down, it's just execution, execution and more execution. 

As we know, once it's locked down, it's locked down... and only an "act of god"* can change it" - This is why this Golden Rule is never to be forgotten again... it minimizes the changes after plan lockdown that can impact execution.

gpe

*In our respective business settings, we all know who holds the "act of god" cards.

Wanna know how you are doing?

The following is the original and the rewrite can be found by clicking here

"OMG! It's going to hell in a hand basket, it's over... it's done! I will save you the trouble and throw myself under the bus... a complete failure!" Dramatic maybe, but have you ever taken this kind of perspective with something?  Wait before you answer...

You then look to another point of view, and although somewhat similar to yours, it tends to be different; more often than not doesn't involve a bus, you are on the right track, you are better off than you thought, and there's just more work ahead of you (granted, maybe a lot more).

If ever there was a truism, it is this - People will look at "situations" differently... and with that said, never assume the way you look at the situation is correct. "Situations" in this context can be anything... a problem, an opportunity, a team's performance, an individual (you)... name it. If you want to understand, improve, harness or deal with a situation effectively, you need to see it for what it is - To do this effectively, you need different points of view to get a true picture; increase your chances for success. It is at the heart of all effective planning and execution.

And there it is, the answer to "wanting to know how you are doing?" - Get other people's point of view regarding you and your situation... the more objective and tangible the point of view, the better. Expanding on this a little, here are some thoughts:

• If you have a strong sense of worth (ego) and a strong need to be "right", you have to "check this at the door". It will impede your ability to listen, let alone understand another point of view. If you find yourself getting defensive or outright dismissive, that is a sure sign you have work to do.
• Remember the question "how you are doing" has to be relative to something... ensure what that is has been clearly defined and there is context to the question.
• Getting a point of view from someone that thinks like you isn't very helpful and is just an elaborate exercise in self-validation. You need a point of view from someone with different ways of thinking, life perspective, credibility and experience.
• You need more than just one different point of view, which allows you to develop themes and ultimately a clearer picture of the situation. This creates a valid perspective of how you are doing.
• Depending on the situation, this can be an emotional question; we are human after all. Knowing this, think of "a point of view" as a constructive, intellectual exercise that helps develop clarity and understanding. If you are being asked for your point of view, do it with respect and appreciation that it can be a "big deal".
• If you are a people leader, you should be offering your constructive point of view before the question even gets asked.
• It never hurts to get mentors and set up an informal advisory council.

Ultimately, we are trying to scratch at the reality of a situation so we can develop the appropriate understanding and a plan of action moving forward. There is no doubt that different points of view will help you understand a situation clearer. But I would suggest there is something even more important, and that is, "asking the question in the first place".

With that, "How am I doing?"

gpe