It is easier to get people to actively support decisions when those responsible for execution have been involved upstream in the decision-making process. But how to do this within a reasonable timeframe and without falling into weak consensus?
01
Don’t be afraid to listen
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Listening to others doesn’t mean you have to give up your own opinions.The important thing is to give others the floor and respect differences in perception.
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Ask people for their views before making decisions, while framing the discussion, e.g. Organize a team discussion to encourage the constructive confrontation of ideas.
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Listen to people’s opinions, as well as their feelings, e.g. Do people seem anxious? Why?
02
Ask questions
- Listening only to the facts presented may give you an incomplete vision of the situation. Ask questions to understand what people are trying to say on a deeper level, e.g. “Could you be more specific about this idea?” or “In your view, what does this imply?”
02
Dare to make decisions
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Learn to make the decision that seems most appropriate when the time comes, e.g. Don’t systematically try to decide by consensus. Explain that you were not able to take all opinions into account.
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Take the time to explain decisions to your team, e.g. Organize a Q&A session so that people can express their frustration, and to ensure that they have properly understood the decision made.
Take action
Make a check: are the conditions for your staff commitment met? (10 min)
Four conditions must be met to give commitment.
Do your staff members feel that they are part of Something “big”, which gives them pride? E.g.: an enterprise “Mission”, services rendered to the clients.
Do they have the means to give sense to their efforts? E.g.: the feeling of personal development, of having an impact on their environment.
Do they have a feeling of belonging? E.g.: to their team, to the enterprise, to a stimulating ecosystem.
Can they realize that their contribution makes a difference? E.g.: measure of the progress made, visible links between the actions of the different contributors.
Organize a consultation (30 min)
Collaborative tools enable a rapid gathering of people’s contributions and opinions.
Identify a subject that concerns the majority of your teams, albeit non urgent. Contradictory positions emerge, yet you want to retain a certain level of decision-making power? A consultation becomes appropriate.
Use an online Survey tool (E.g. Survey Monkey, Doodle) to collect everyone’s opinions. Clearly specify that this is a consultative survey and that other elements will come into the equation.
Then show how your decision takes into account the results: is it in line with the majority? Did you get your decision to evolve to better take into account the different opinions? Did the poll prompt you to put in place specific accompanying measures?
Ask your counterpart’s opinion before expressing your own (10 min)
By wanting to convince too much, we sometimes lose in listening skills and make less informed decisions.
During a forthcoming exchange with a counterpart, ban yourself from expressing your opinion on the topic of discussion before your counterpart has fully finished exposing his/hers.
Listen to this point of view and focus on understanding it, without seeking initially to determine how to respond to the arguments presented. Ask questions to invite your counterpart to further his/her reasoning, and to explore its potential.
Reformulate to show that you have heard. If your opinion is different, only explain your position after having ensured that your counterpart feels he/she has been understood.
Practical Tips
> When to involve others in decision-making?
> Adopt an attitude that demonstrates a sincere willingness to be influenced
Find out more
> Obtaining commitment through participation
© Managéris