Steering the Ship: Mastering Decision-Making Dynamics in Meetings

Introduction

In the landscape of corporate meetings, decisions are the landmarks by which we chart progress. Yet, a fog of uncertainty often obscures the journey to these pivotal moments. How we navigate the path to decision-making can shape the destiny of our projects and, ultimately, our organizations.

This past summer, I had the pleasure of hearing Dr. Thomas H. Zurbuchen talk about leading programs at NASA. The Swiss astrophysicist and former Associate Administrator for the Science Mission Directorate at NASA painted an intriguing picture of decision-making. With his Swiss heritage, you might think he has a penchant for collective consensus. However, Dr. Zurbuchen often assumed the mantle of the sole decision-maker - a seemingly solitary role that belied a deeper strategy of collaborative refinement.

This blend of decisiveness and collaboration is a dance of leadership and inclusion. When he talks about it, he describes it as a style that champions swift action and values the undercurrents of team wisdom. It's the recognition that while the captain steers the ship, the crew's insights ensure a safe passage through turbulent seas. Interestingly, he made it a point to tell the audience that he made his role clear with the team.?

Echoing this sentiment, Claire Hughes Johnson , the former COO of Stripe, shared her navigation charts on The Economist's "Boss Class" podcast. She emphasized the importance of explicitness in decision-making within meetings - a clarion call for leaders to announce their chosen course with conviction and clarity. By doing this, we add clarity to the process and change how meetings run and how we communicate in them.

What happens when we're not clear about decision-making?

Imagine the scene: a meeting room buzzing with debate, ideas clashing, and stakeholders passionately lobbying for their views. The discussion culminates not in a collective decision but with the meeting leader unilaterally calling the shots. The aftermath? A cocktail of frustration and betrayal—participants feel their democratic input has been overruled without warning.

Or consider the flip side: you, as the expert, have meticulously laid out your case, expecting to have the final say, only to be blindsided by a surprise majority vote. The sinking realization hits: "Why are these people overriding my expertise when I'm ultimately accountable for the outcome?"

Such scenarios are the hallmarks of unclear decision-making pathways. They lead to meetings that spiral into time sinks, breed miscommunication, and generate discontent. This cycle of confusion often forces teams into a regressive state, revisiting decisions instead of advancing forward.

Be explicit about decision-making

As meeting leaders, we must be explicit about the goal of our meetings, how participants should prepare, who will lead each agenda item, and how we will make decisions. Different meetings require different forms of decision-making, so choose the best method for the situation.?

Five Decision-Making Methods

As we chart our course, consider these five methodologies as potential routes to reach the shores of decision:

1. Leader Decision: Sometimes, the situation demands the leader to make the call. Here, the leader is the compass, guiding the team with their decision while providing room for input and reflection.
2. Agenda Item Leader Decision: This approach delegates the helm to the agenda item leader. This method works well when the agenda item leader is also the primary stakeholder for the topic.
3. Democratic Vote: A technique where every voice is a vote, steering the ship by majority. Beware, for without careful navigation, this can lead to the doldrums of groupthink.
4. Consensus Building: The quest for unanimous agreement is the pursuit of a favourable wind, but it's a breeze that may prove elusive and time-consuming to catch.
5. Expertise-Led Decision: Here, the expert's knowledge is the sextant, measuring angles and providing direction, balanced by the crew's broader view to avoid straying off course.

Call to Action

In your next meeting, be the leader who sets the compass before embarking. Declare your decision-making approach as clearly as you outline the meeting's purpose — its destination. This practice streamlines the journey and fosters trust and camaraderie amongst your crew. If several agenda items require a decision, be clear for each which decision-making method will be used.

Conclusion

Adopting a clear decision-making framework is about more than just reaching conclusions. It's about crafting a narrative of engagement where everyone has a shared understanding and respect for the journey. It's about how well you sail, not just the swiftness of arrival.

I invite you to bring these strategies to your next meeting. Share your tales of decision-making voyages below, and let us navigate these waters together.

For a deeper dive into the art of leading meetings, feel free to contact me at?[email protected] or join SHERPANY 's Meeting Leader Certification. Let's chart a course towards decisive success.