Never say, “Because I said so.” It is an unbearable phrase that kills discussion and creates the culture of “No.”
The best leaders understand how they make decisions, their individual level of comfort with decision-making, and how they best receive, process and seek information when making decisions.
Understanding your decision-making process can be communicated to employees so they can better prepare a proposal that requires your attention and increase efficiency in the decision-making process. Finally, you should never fear decision-making, but instead embrace this critical aspect of being a leader.
While making decisions is a critical aspect of leadership, communicating decisions is equally as important. Leaders may default to a simple "yes" or "no" when communicating their decision, and in doing so miss multiple engagement opportunities associated with team building. Here are three steps you might consider when communicating decisions:
1. You’re never too busy. Some leaders never fully explain their decisions because they believe they are too busy to do so. Taking the time will go a long way in developing relationships while at the same time showing you are open. In the long run, it will make for a stronger team. By taking the time to explain your decision, you show your team the depth of the thought process, illustrating the gravitas of the decision and the “why” behind it.
2. Always be open to discussion. Some leaders might not want employees to attempt to change their minds. In fact, expanding the discussion may cause the employee to impart new information that results in refinement and, ultimately, a better decision. Changing a decision based on receiving additional facts and information is not weakness, but illustrates flexibility, engagement and an open mind.
3. Think through your decisions. Some leaders simply cannot fully articulate their reasons for deciding "yes" or "no" (possibly because the leader has not truly thought through the decision or because the leader cannot communicate their position effectively). As you begin to take the time to fully communicate your decisions, employees gain greater understanding of your decision-making process, begin to understand how to better present you with required information to more effectively facilitate the process, and develop greater trust between you and your people.
At Sutherland Partnership, Inc. we spend time working with leaders to address how they prioritize, delegate and communicate decisions. We suggest you take the time to prevent the use of the lazy, non-thinking, stifling phrase “because I said so”.
