Irresponsive People
Bryan Whitefield
I empower leaders to cultivate high-performance teams making faster and better decisions | Recognised expert in strategy and risk | Expert facilitator and trainer and sought-after mentor | MAICD, MRMIA & CCRO
I get so excited when people realise the importance of having a clear understanding of the who, what, where, when and why of decisions of significance.
Last week I was in a meeting with a CEO and CRO where the CEO was explaining how he was mapping out how a new strategic initiative would impact just about every part of the business. I asked if a process map had been developed for the initiative. The reply was “No, I’m mapping it out in an email for the Board”.
I quickly went on to explain that research shows that getting a mental model of how decisions are made, and by whom, what, where, when and why in relation to an existing team process – let alone a new initiative – improves team performance. You create clarity for faster, better decision making within an understanding of the organisation’s appetite for risk.
This triggered a conversation that included their own observations of one of the outcomes of not having such clarity for one of their committees. No decision. When the committee decides to sit on a decision as they don’t feel comfortable making the decision just yet.
If you experience this in your organisation, you probably should grab a copy of my book Team Think: How Teams Make Great Decisions.
Did this resonate with you? I’d love to hear your thoughts.
Proud Naval Veteran. Unleash your human potential from the shop-floor to the top-floor
1 个月That’s a great point! But it’s also crucial not to overlook the ‘how’ when making significant decisions. The ‘how’ defines the process, the methodology, and the actions that bring the decision to life. It shows not just what needs to be done, but the best way to execute it to ensure success. Without clear execution steps, even the best decisions can fail in implementation. The ‘how’ is what transforms a good idea into an effective reality.