Many leaders are hesitant to engage employees by asking for their input when they have a decision that needs to be made. Who can blame them? They worry that great turmoil may ensue if there are
wide ranging and/or contrary opinions held around the issue. Just by asking for input, stakeholders may become polarized on the matter that requires a decision.
These reasons are all very legitimate, but do not let them stop you from seeking the input of those whom you lead. As Max Depree said, “Participative management is not democratic. Having a say differs from having a vote,” (Leadership is an Art, 1989). The onus is on you, the leader, to communicate this difference between “a say” and “a vote” when you are soliciting input, and to clearly demonstrate that you have heard everyone’s “say”. Based on the feedback you receive, articulate your reasons for choosing a certain direction. Be prepared to explain to those whose opinions you have seemingly disregarded, why you have given other input more weight in your decision.
Notice that this inclusive process takes both courage and time. If done sensitively and with skillful communication, the reward is generally a workforce that is engaged and empowered to enact the decisions that are made. Even if the decision is not what they would have chosen, reasonable people will be more likely to support a decision where they feel they have contributed input.