Management Leverage Blog

Involving others in the decision making process is generally a good idea.

People tend to be more satisfied with the outcome when the process used to arrive at that outcome is fair. And, who knows?  You might come up with a better idea when others are involved.

But be careful…

Involving others in the decision making process takes time. Often managers have to make immediate decisions. If the production line stops, you might not have time to consult everyone on the floor as to the best course of action.

You could also look weak in times of crisis. If your building burns down, it may be much more effective to climb on top of the rubble with a megaphone and shout, “We will rebuild!” than, “Please be patient while we consult with each of you before we determine our best course of action.”

Finally, others may not be privy to the info needed to make an effective decision. Let’s face it, as manager you are privy to information  that those a few rungs down are not. You are much less likely to generate effective solutions when you supply decision makers with partial information and half-truths.

And what happens when you make a decision that runs counter to what the group comes up with (because you understand the problem better than they do)? By ignoring their suggestions, you generate more dissatisfaction than you would have if you never asked for them for their input in the first place.

There are many reasons to involve others in the decision making process. But it’s not a prescription for success. Ineffective managers and leaders use the same decision making process regardless of the circumstances.

Is your career growing along with your manager’s?
Why you should never trust a silent boss

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“What? You dream in four languages? You must be fluent! “

Not necessarily. If I don’t know the words in my dream, I make them up. I know what I am talking about.

Unfortunately, many of us approach management the same way. We make it up as we go along.

But scientists and practitioners have been studying management for many, many years now. We really know a lot about what works and what doesn’t.

The trick is to sort the facts from opinions. And then try on those that fit your personality and your company culture.

Of course very little will work if you haven’t learned to leverage your time, influence, and power.

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Don’t tell anyone, but a senior level manager recently told me that she heard from a very reliable source that one of her direct reports wanted her job.

I told her that it was her responsibility to help him get it.

Isn’t that career suicide?

Think about it. If you developed the reputation as a manager who effectively develops employees to reach their own potential and career goals, people would flock from everywhere to work for you.

And what kinds of people do you think you would attract?

But I don’t want to end up on the street

Of course, this is only a good strategy if you have developed your own career. If you haven’t, then maybe you want to surround yourself with unmotivated, passive people whose single career goal is to leave work on time. You won’t accomplish much, but hunker down and maybe no one will notice for a while.

If you haven’t done so already, a great first step is to ask your directs where they see their career in five years. Help them get there and you will notice an immediate difference in their enthusiasm, motivation, and quality of work.

And when you develop the luxury of delegating your work to your team, you free up your own time to take on your manager’s responsibilities.

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When we want to persuade, we often rely on facts and figures and ‘offers they can’t refuse’. Such techniques appeal to our minds. We like them, because they are logical. And the truth is, building a logical case is an important skill in a manager’s repertoire.

But it’s not enough.

Logical persuasion persuasion packs an even greater punch when combined with techniques that appeal to the heart, such as metaphors.

Metaphors connect two concepts that really have no business being together…”time is money” or ”business is war”. And when accepted and adopted by your team, metaphors will help guide their everyday actions.

Sean D’Souza of psychotactics.com has a great technique for coming up with metaphors. He uses Google.

Let’s say you want to inspire your team to cognizant of how they balance their responsibilities at work. If you simply search Google for ”balance”, you’ll have a difficult time weeding through all the information that is dumped back at you.

Instead, try using Google to search for images of ‘balance’ at http://images.google.com. Now you’ll find images of a balance sheet, a balance beam, yoga… all things you can use to paint a vivid metaphor of balance.

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I often receive invitations to connect with some of my LinkedIn contacts on a network other than LinkedIn. My immediate inclination is to drop these people from my network.

These people seem to have a different understanding of a network than I do.

Or am I missing something? Does asking a Linkedin contact to join a different social networking site reveal an underlying attitude about the purpose of networking?

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As a management educator, it pains me to tell you this. But an MBA won’t ensure you an enviable career. Neither will memorizing all the latest business books. At least that is what I told some of our incoming MBA students this week.

Careers are built on performance, which is made up of technical skills, management leverage (time, influence, power), social capital, and political capital. Period.

If you want to get an MBA, or memorize the latest business books, make sure you understand this formula

MBA (or books) =Enviable career IF

MBA (or books)=Education=Performance