ForwardFocusCoachingTip - May 2004
When you want to influence a decision, don't insist on being right. Settle for being "not wrong."
Two Columns Template
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Coaching Tip:
When you want to influence a decision, don't insist on being right. Settle for being "not wrong."
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| The Challenge |
| Being able to decide - and to decide rapidly, wisely and accurately is getting harder every day. --Max More
For an article by Max More entitled "Debugging Executive Decision Making," click here. |
A Message
from Beth & Margaret
 
"Right" and "Not Wrong"
All of us like to influence decisions that impact us. Sometimes our exuberance in voicing our opinion can work against us. When we insist that we are right, the impression we give is that everyone else is wrong. This month's coaching tip helps team members position their input to decisions not as the only right answer, but as valuable input from one's perspective. Inviting others to weave our insights into the final decision is the ultimate goal. If you would like to move forward to focus on this topic, we invite you to read the article in the right-hand column.
Beth Williams &
Margaret Morgan Maat
ForwardFocus
Coaching & Consulting
181 Long Hill Road, Suite 9-7
Little Falls, NJ 07424
973-785-3474
Fax: 973-256-4860
BWilliams@forwardfocusinc.com
MMaat@forwardfocusinc.com
www.forwardfocusinc.com
"We work with forward-looking leaders who want to implement change in their organizations -- and make a difference in the world."
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How to Influence Decisions
Over the past few years, the news has been full of stories about poor decisions made by business leaders. Some of these were errors of judgement or ethics. Others were mistakes of strategy or implementation. One of the reasons poor decisions are made in the organizations we work for is because the person responsible for making the final decision is not open to the input of those who are closest to the problem. But how do we get our "two cents" in? Here are some tips we have found helpful as we coach our clients to become involved in the decision-making processes in their organizations:- Don't use right vs. wrong language. If you insist on being "right," you set up the opportunity for debate. Others will respond with a defense of their own ideas or perspectives.
- Set up the context for your input before beginning. One good set-up phrase is: "I have some input for your decision on (the issue). I offer it only as one person's perspective, but I hope what I have to say will be reflected in your final decision."
- Frame your input as a question, if possible. Statements invite disagreement and debate. Questions stimulate thought. Note the difference between these two phrases: "If we go ahead with this reorganization right now, morale on our staff will be severely impacted." or "If we go ahead with this reorganization, what will the impact on the morale of our staff be?"
- Know what your strengths are and offer input from that perspective only. Create a "brand" name for the type of input you give best. Be your executive management's "go to" person when they want advice from that angle.
- Don't criticize from the sidelines. If you have not been willing to get your ideas and interests in front of the decision-maker, you forfeit your right to second-guess the decision. Get involved.
If you'd like an additional worksheet entitled, "Decision-Making Checklist: Eight Perspectives," we invite you to access the Tools section of our web site: www.forwardfocusinc.com Copyright 2004 by ForwardFocus Coaching & Consulting
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