You must know how frustrating it can be when you know that a decision has been made, a path to follow decided and all steam ahead for you and your colleagues to meet a very challenging deadline.

When a top team within an organisation make a decision on a new strategy, for some, it can create a level of excitement, eager anticipation – and for others, fear, apathy and disengagement. The problems begin to appear when managers and front-line employees don’t have a clear understanding or appreciation of the decision to choose a new path, to market, to serve customers or to enhance profitability while reducing costs. This absence of understanding can cause rumours otc cialis to abound and B.S. (belief systems) about what is right and what is wrong to become embedded within a culture.

I have seen numerous examples of how well considered, well defined strategic plans fall apart, partly because the communication around them lacks context and did not consider communicating from the recipients perspective – this is ‘telling them what we think they need to know’ versus ‘What information would be valuable for employees to know and how can we share it’?

Why is it so difficult for a top team to change their mind?

There are many reasons, far too many to mention in this short article. But the main reasons include:

We have made and communicated and we are paid and trusted to make such decisions – so we reserve the right not to change it.

We have made a decision and must stick with it so we are not perceived to lack competence and lacking in decision-making capability.

The decision/s we have made are fit for purpose, accurate bearing in mind the information we have, so there is no need to change it.

If Levitra Professional I (individual) state my disagreement with the rest of the top team, I may be viewed as a trouble-maker or negative member of the team, so I’ll keep quiet.

One thing that is often not appreciated by managers and front-line employees is that it is terribly difficult for a top team to change or do a U-Turn on a major strategy or policy decision.

It can be viewed as incompetent leadership – and in some cases it might be just that.

In other instances it could be that the decision made is the best decision when all things are considered, it’s just that employees don’t fully understand why things are or aren’t happening as they would like or see fit.

Of course this is another communication issue and if you ask employees about their biggest frustrations at work, not being informed about the reasons for certain decisions will be at the forefront of their complaints.

Managers should always bear in mind – The bosses are likely to possess information which you are not privy to.
Thoughts of po or leadership

or decision-making are often just that – thoughts!
But it is essential to separate FACTS from FICTION in these situations.

And this is best done through the sharing timely, factual information from the top down, and back up again.

Author Bio: Scott Watson is author of ‘Win Every Time – Essential lessons for existing and emerging leaders’ which is endorsed by Professor John Thompson, Professor at the University of Huddersfield. More information is available on the Management Training web site. Also check out the Summit Youtube Channel and our Blog.
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Category: Business Management
Keywords: management training, decision making, thinking time, business ethics, emotional intelligence