A
variation of this article was published in Enterprise, the Canadian
Credit Unions magazine.
Shortly after the publication of “The
Business Meetings Sourcebook,” I was asked this question
during a call-in radio show: “Your description of a
good meeting makes perfect sense to me. You describe a setting
where everyone is actively engaged in discussions, and where the
organization benefits from everyone’s knowledge and expertise.
But what can I do when my boss’s attitude towards me can
be summed up in these words: ‘Just sit there quietly and
be grateful that you have a job. Speaking up may be a career limiting
move’?”
I was taken aback by this question. My instinctive
thought was: “I think I should be speaking to his boss
instead of speaking to him.” I believed most organizations
had abandoned the “tops-down” management style. It
seemed silly to pay staff salaries, and then expect them to be
quiet and not speak up about issues that affect them and the organization.
Stifling input that could prevent mistakes and improve the quality
of decisions seemed like a recipe for maximizing risk and minimizing
corporate opportunities.
Engaging staff in shared
decision-making (SDM) makes sense, for two reasons:
First, the discussions are usually enhanced and the decisions
tend to be more informed, balanced and sustainable. Second, the
fact that staff members are engaged in consensus building develops
a sense of “ownership” and hence increases support
for the decisions. “More people arrive at the same destination
together, as active and engaged partners, and not as acquiescent
or reluctant followers.”
The level of staff engagement in SDM will depend
on the nature of the issue. In some cases, it is best to solicit
staff input but reserve the actual decision making to the manager
(who is ultimately accountable for it). In other cases, it is
best to fully delegate the decision-making to the staff team.
Finally, in some cases (such as decisions to do with hiring, firing
or discipline), the manager should make the decision unilaterally,
with little or no staff input.
As many managers may discover, SDM has its pitfalls.
If you don’t manage the process well, SDM can turn from
“corporate democracy” into “corporate anarchy.”
Here are ten practical tips to help you maximize the benefits
of SDM while minimizing its inherent risks:
- Regularity:
Make staff consultation the norm rather than the exception.
Engage staff in consensus building when issues are complex and
controversial or when their knowledge and expertise has the
potential of boosting the quality of the decisions.
- Early engagement:
Involve staff in consensus building at an early stage, rather
than at a point when a decision is all but final. Engage them
in defining the problem, brainstorming for possible solutions,
evaluating the solutions, and choosing the best one.
- Clarity: At
the outset of an SDM process, clarify whether staff input is
advisory or binding. For example: “I need your advice
on something. It is my decision to make, but I want your input
beforehand.”
- Merit-driven discussions:
The quality of an idea is more significant than its source.
With the right tone for discussions, lower ranking staff members
would not be afraid to present novel ideas, even if they may
contradict a person in a higher corporate position.
- Knowledge-based discussions:
Staff involvement will not deliver optimal results when driven
by ignorance. Before the SDM process begins, ensure that all
participants fully understand the issues. Make sure they are
fully informed before engaging them in SDM.
- Collaboration:
When personal interests collide, the group can become dysfunctional.
To avoid this, establish the principle of collaboration: It
is never “you against me,” but always “you
and me against the problem.” Narrow interests must yield
to broad organizational interests.
- Openness: Make
it safe for staff to raise valid concerns. Resist the instinctive
verbal eraser “Yes, But.” Instead, ask probing questions,
e.g.: “Can you be more specific?” “Can
you explain what you mean by ___?” Demonstrate humility
and a desire to learn.
- Broad representation:
Ensure that you hear not only from the “talkers”
(those who are first off the mark and often dominate discussions),
but also from the “thinkers” (quiet and insightful
individuals, whose knowledge and ideas are often at risk of
being left behind).
- Efficiency and closure:
There are times to consult and there are times to move on. The
desire to accommodate every view and hear everyone out is laudable,
but an effective leader would know when to stop “the talking”
and begin “the doing.”
- Follow-up:
Integrate legitimate staff input into decision-making. But more
importantly: If you decide not to implement the group’s
consensus or parts of it, let them know why, while expressing
appreciation for their input. This is essential for team and
morale building.
|
