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In Your Corner, Leadership and Change Management
Five Questions to Protect from Post-Decision Surprises
Some decisions seem to be clear and straightforward, but they turn out to be anything but clear, straightforward, and surprise-free. We may be contemplating a new initiative that will require significant resources and involve many staff members who will be responsible for its success. We may be facing the possibility of cutting a longstanding popular program that appears to have outlived its usefulness and has lost its impact. Our dilemma could be a complex staffing problem that has multiple layers and a long history. Regardless of the specific content of the decision, we need to get it right.
However, collecting the information we need to make a good decision is not always easy. We may ignore an important aspect of the situation that must be addressed for success to be possible. We may not be aware of some political elements that could undermine the result or create significant pushback. Or, we may not have spoken to everyone who could inform our thinking and make us aware of hidden consequences.
Unfortunately, once a decision is made, undoing that decision can be difficult and have serious consequences for trust and confidence in our leadership. We cannot always be perfect, but we need to do all we can to understand and assess our options before making a commitment.
While it may seem obvious, we can learn a lot about what we need to know and consider by asking people and listening closely. However, we don’t always know who and what to ask. Whether in formal interviews, focus groups, or informal conversations, we need to be careful not to confine our questions to confirming what we already intend to do. In fact, doing so can undermine our credibility and leave people feeling manipulated.
We need to go beyond what we know and assume and instead seek out information from individuals who can tell us what else we need to know. We need to listen, even if in the end we decide not to go in the direction they would prefer. Here are five questions to guide our quest to be fully informed before making an important decision:
First, what did I not ask you that you think I should? When we ask this question, we invite people to share their insights and experiences beyond what we may have considered. They can help us uncover potential blind spots and surface nuance that we may have overlooked.
Second, what additional information should I collect and consider? This question invites others to tell us what else we need to learn that may play a role in our decision making. We are inviting them to tell us what we may be missing.
Third, who else should I speak with before deciding? If the issue we are considering has a deep or complex history, there may be more people—including retirees and other past employees—who have information that can help us understand politics, provide perspective, and prevent unanticipated pushback.
Fourth, what aspect of this situation should be given greatest weight in a decision? Responses to this question can give us access to priorities and potential emotional connections that we might otherwise miss. We may not ultimately agree with the weight suggested in response, but the information can inform our thinking.
Fifth, what other steps do you think should be taken before a decision is made? This question can help us determine if we have done all that we need to do before making and communicating our decision. If there is a need for additional steps, we can take them before deciding and avoid explaining why we did not “touch every base” in the decision-making process. Information we receive may also help guide our crafting of the messages that will accompany a decision.
Of course, we may never achieve consensus on the decisions we need to make. In fact, the correct decision may be one that enjoys the least consensus. However, by asking these questions, listening carefully, and following up on what is most important and actionable, we can be confident that we availed ourselves of the best information available, considered an array of credible options, and made an informed choice.
In Your Corner, Thinking Frames
Six “Prescriptions” for Building Our Emotional Reserves
We may feel as though some aspects of our lives and work have returned to normal. Yet, we still face pressure and challenges to ensure that our students are on track and on schedule with their learning. Many of our students have significant emotional and mental health challenges resulting from disruptions in their lives over the past three years. Meanwhile, political issues and conflicts play an increasing role in our work.
Of course, many challenges and frustrations before the pandemic remain. These factors tax our emotional reserves and leave us feeling empty and deflated, which result in frequent periods of tiredness, feelings of separation or loneliness, and episodes of frustration and disappointment. These symptoms may be mild or intense, but they signal that our emotional reserves need to be replenished.
The truth is we can't do our best work and remain healthy unless we’re attentive to the state of our emotional well-being. Fortunately, several actions can ensure our emotional reserves remain at a comfortable level, whether we’re facing unusual challenges or just wanting to feel connected and emotionally healthy. We might think of these as “remedies” or “prescriptions” to maintain a healthy emotional state, leading to amazing results.
At least once this week and every week after, do something for someone without being asked or expected. Even better, do something the person could not do or would have difficulty doing themselves. Focus on how good you feel afterwards, not on whether you’ve been thanked. Repeat weekly as needed.
Spend at least a half-hour of quality time with someone close to you, such as family members, close friends, and neighbors. Make sure to be fully present and engaged. The time of day when you engage in this activity is less important than its regularity. Repeat daily, if possible.
Each day for the next week, identify at least one important aspect of your life for which you’re grateful. Take time to reflect on its importance and how your life would be without it. By the end of the week, you’ll have the beginning of a habit. Continue regularly for best results.
Set aside time for at least three days this week to take a walk or drive to an area that you enjoy and which gives you peace. It matters less whether you experience the same place or explore new areas than whether you focus on and appreciate the experience. Repeat this activity regularly for the best results.
Initiate a connection with at least one new person or neglected acquaintance this week. The connection may be virtual or in person. At first, this activity may require some discipline to engage with more people around you. Just be alert to possibilities. Give preference to people you find interesting and pleasant to engage. Repeating weekly ensures a large and interesting group of people with whom you enjoy connecting.
At least once this week take some time to formulate a plan to do something to which you’ll look forward. Next week, add details to or expand the plan, or you might begin construction of yet another plan. Before you know it, you’ll have more to look forward to than you can imagine.
It may seem as though following all these prescriptions will result in overload. If so, we simply select a few actions that feel doable given our current energy “bandwidth.” But we need to remember that the more we follow these prescriptions the better we’ll feel. We’ll likely find they’re more fulfilling than they’ll be overloading and finding time will be less of a challenge than we think. On the other hand, engaging in all these activities will leave us less time to feel lonely, discouraged, and frustrated.
Climate and Culture, In Your Corner, Thinking Frames
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Climate and Culture, In Your Corner, Thinking Frames
Climate and Culture, In Your Corner, Thinking Frames
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We can attempt to shut down disruptive student behavior with quick admonishments and directives, but this approach is more likely to prolong such behavior than prevent or extinguish it.
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