Do you ever wonder why decisions you make can have reactions that you never dreamed of?
In a Hay Group research brief entitled “Executive Blind Spots”, the results of a large survey concluded that the higher executives rose within an organization;
▪The more they over-rated themselves compared to how they were rated by others, and;
▪The wider the gap between how they saw themselves and how their peers, subordinates, and managers viewed them.
Individual contributors and lower level managers, in contrast, showed no significant gaps between how they and others rated them. How does this affect decision making?
If you are in the higher reaches of your company there is a very good chance that you are operating in a vacuum. That means that the decisions you are making everyday are made without complete information.
Those below you may not be so affected. Gallup's Employee Engagement Index reveals that on average, 70% of U.S. workers are not engaged in, or are actively disengaged from, their work. As a result, companies are struggling to develop emotionally engaged workforces.
I believe that many people are not engaged because they feel powerless to effect change. They feel dictated to and question decisions made by others that affect them. They don’t feel as if their voice is heard.
How can you fill the vacuum? Engage and delegate.
Engage associates in your decision making and empower others to make decisions on their own. If you are making decisions, poll those that the decision will affect. Test your judgment constantly. As you empower others closer to those affected by decisions you will engage a much greater percentage of your employees.
That being said, possibly the most critical aspect of this empowerment is the follow through. It is vital that any perceived mistakes made by others that you delegate to are treated as a learning opportunity and not be subject to reprimands. All of the good efforts you’ve expended can be undone in one heated moment. Live with the decisions of others. They will learn and grow with your consistent leadership.
According to Curt Coffman in the Gallup Management Journal– “The best managers have a strong set of values, and they communicate them clearly to their employees. They define the right outcomes, then step aside and let each employee find his own way toward meeting those expectations.”
Provide a solid foundation for others, steeped in great values, and empower them to act. Many will thank you.
