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Leadership Skills Bootcamp: Decision Making

The decisions we make in leadership roles can have ripple effects across an organization. So how do you determine if a decision is right before you make it? Asking for input can be a useful strategy to help inform your decisions, increase buy-in, and promote accountability once a decision is made. Find out how and why this strategy works in this video.

Video Transcript

One of the things leaders have to do all the time is make decisions, and those decisions like a dropping a stone in a pond, have a ripple effect. They influence many things, the bigger the decision, the bigger the waves, the more impact on the shore. The smaller the decision, the smaller the pebble; but it's always a decision that has consequences.

 

So, we need to make sure that the decisions we make are right. How do we do that? Well one of the ways is before we make the final decision, to get input from people. The folks who are going to have to implement the decision, may have something to contribute; "well if that's what you want to do, then I think we should do this or that." You can get input from your boss who has probably been there before and done that a few times. You can get input from your colleagues who are going to have to help you perhaps with the implementation. You could reach outside and get input from friends in other industries who've done something similar. But the input we get, gives us information that allows us to make a better decision. Once we have enough input, we can then make that decision with more confidence, assign that decision to the team that is going to execute, and then hold them accountable to execute that.

 

Now, I once had an interesting experience. I was sharing this thought with a group and they said "You know what? We're going to put that into practice." And in fact, they were simply reorganizing the parking lot. You would think that redesigning a parking lot, how hard is that? But the individual charged with making the decision went to the people who parked their cars everyday and said "My job is to reorganize the parking lot. What input do you have?" They had a lot of input because they were thinking about the number of people that came after they delivered their kids to school, traffic flow, entrances, exits. They were the people that were using the parking lot everyday. As a result of that input, he redesigned the parking lot and he said it was way better than if I had simply made the decision on my own. So, I would encourage you before you make the decision to get input, then make the decision, assign the task, and hold the folks accountable.

 

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Phil Geldart, founder and Chief Executive Officer at Eagle’s Flight, is a recognized authority in the areas of transforming organizational culture and leadership development. He pioneered experiential learning in the training and development industry, his company is now a leader in that field. He has created numerous experiential learning programs which are now used around the world and translated into over two dozen languages. Phil is a powerful speaker, author of seven insightful books in areas crucial to performance improvement, such as leadership, teamwork, experiential learning and culture transformation; and he is a recognized thought leader in the area of releasing human potential. Prior to his current leadership role at Eagle’s Flight he was an executive with Nestlé Canada.

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Founded in 1988, Eagle's Flight has earned its reputation as a global leader in the development and delivery of business-relevant, experiential learning programs that achieve specific training objectives and lasting behavior changes.

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