The tough decisions - who will make them?

When things are operating as "normal", when there are procedures, processes, and precedents to follow, it's easy to predict and be relatively sure that those with the authority to do so, can and will make the decisions that are required of them to "run the business".

Organisational structures and hierarchies (on the whole) are intended to support decision-making processes. And, as long as people follow the "procedures" (I can almost see the whole HR community wincing!), the decisions are supported by the business.

Of course today and maybe for the foreseeable future, things are not "normal". For many organisations, there are no procedures or precedents that people can follow, there's just a significant imperative to make some tough and in some cases, unpalatable decisions.

In the absence of a precedent or a procedure, we have to fall back on principles. People will have to be confident in making decisions based on a principle and the organisation will need to be confident in backing them when they do so.

Two things are coming to light in my discussions with clients currently:

1. There is a reoccurring question, "How do we develop the organisational (and individual level) confidence to make decisions based solely on principles?"
2. And a concern; "Our people are not making the tough decisions we need them to - even senior leaders are ducking the challenge and referring upwards".

One HR observer told me that there will be a "shakedown" when all this is over. They said that they will be looking for those people they can rely on to make the tough decisions when it counts. Perhaps more ominously, there is more than an inference that those that can't be relied on to do that, will be asked to "move on".

Post Covid-19, the ability, and confidence in making the tough decisions when called on will be a key capability for leaders and indeed for organisations generally.

How are you gearing up to address that challenge?