Don't procrastinate on people decisions

What's the biggest mistake you've made in your job? Recently I was asked to answer this question. Reflecting on the mistakes that I regret making during my time as a CIO (and there are plenty!), I realised that almost all of them fall into the same category: failing to make the right call on people decisions (hiring or promotion) quickly, even though I knew the right decision on a "gut feel level", because I was "waiting to be proven right".?

Sometimes this mistake consisted of waiting too long to promote someone who had the right ingredients but was an unconventional choice (perhaps because they hadn't yet ticked all the usual boxes); this wastes opportunities and sometimes causes a loss to the organisation. Sometimes the mistake consisted of not taking action on a "difficult" employee who was a great performer but lacked cultural fit, until the poor behaviours and relationships became glaringly obvious; in the meantime, there is unnecessary impact on the rest of the team.

Credit: Dando Advisors

The clear lesson I learned after a few of these experiences was to trust my gut-feel judgement more; to be more observant of signs confirming or contradicting my judgement; to be prepared to act earlier. It's been said countless times before, but too often as managers we focus too much on aptitude and not enough on attitude. I suspect this natural tendency is more pronounced in those of us with a STEM mindset and education, as we tend to be biased more towards traits that are objectively measurable rather than "fuzzy".

One model that I found relatable is Patrick Lencioni's "The Ideal Team Player" which advises us to look for someone who is Humble, Hungry and Smart.

Credit: Medium

There is a nice short article about this model here on Medium. The key is to focus equally on all three attributes, not just "Smart". If you don't, you can end up with one of the recognisable stereotypes such as the "skillful politician", the "lovable slacker", or the "bulldozer".

Next time you need to make a key call on a team member, ensure you are balancing all of these attributes in the right proportion. If you're not sure, ask some trusted people for advice. People in your organisation might clearly see things you are blind to. Alternatively, a trusted mentor (who is often outside your organisation) can ask you the right questions to guide, challenge or validate your decision-making.