How to Avoid Nine Traps for Effective Leadership Decision Making Skills
Today, most of the leadership decision-making literature focuses on the behaviors of influential leaders. Indeed, the theoretical and aspirational aspects of the material are beneficial. Unfortunately, there has been a noticeable increase in employee dissatisfaction with leadership decision-making.
For employees to have faith in their bosses, they need to know if they can rely on their leaders and how their leaders can carve a clear vision for their future. In reality, many leaders are focused on self-recognition and get entangled in office politics instead of being the leaders they could become. Leaders must step up their game by providing strategic support and guidance for workers and teams to be inspired. When it comes to blunders, authoritative leadership decision-making is the most prevalent and detrimental.
Observe the following behavioral traits to understand why poor decisions are made, and leaders are prone to making wrong decisions.
No one is worse than a leader whose leadership decision-making skills revolve around people achieving goals or meeting challenges and is not interested in people as individuals. Even if a leader is interested in others, the leadership will fail if the leaders do not invest emotionally in the people they are leading.
There is a distinct difference between respecting someone and bonding with an employee. If you are going to get along with your staff, you have to get to know them personally, aside from their job description or productivity. One of the reasons why poor decisions are made is that when the leadership decision makers become dependent on selective bonding, they would not be able to lead people toward achieving goals.
Absence and inaccessibility
Leaders need to distribute responsibilities. However, detachment should not be confused with delegation. When leaders give responsibilities and then walk away from their teams with an entirely hands-off attitude, they abandon their people. Maintaining leadership decision making and being easily accessible is essential to effective delegation. You may preserve the feeling of a relationship between you and the other person by sending the message that you are willing to be accessible. That doesn’t mean you have to answer every request, no matter how small quickly. It indicates that you have established methods for others to get in touch with you and criteria for using those methods.
Lacking talent development
In far too many cases, leaders place an exclusive emphasis on pushing the attainment of corporate objectives and, in the process of doing so, reject the natural human urge to continue to learn.
People want to feel they are progressing in their knowledge and abilities while working. Realize that effective leadership decision making depends on education, which is an essential component in obtaining goals. If you make education a top priority, you will grow into an excellent leader who can recognize and cultivate brilliance in others, even when unaware of their potential. You become, very simply, a talent seeker.
People can only reach peak performance if they know the truth about their efficacy. Leaders often disregard this need, depriving followers of an essential tool for securing their future. Harsh criticism can be uncomfortable, but great leaders know how to give it in a way that turns the discomfort into a chance for their subordinates to grow, so they are grateful.
People who have talent would instead be confronted with the truth and have it smacked in their face than be told a falsehood and planted on their cheek. You may be able to improve performance by getting better at telling people how things are in implementation.
Ineffective conflict resolution
Conflicts that go unresolved impede the ability of groups to work together toward shared objectives. There is a rise in tension, bad feelings, and polarization. While everyone pretends they don’t know what’s going on, the stench of conflict pervades the whole room. These fish must be cleaned by putting them on the table and resolving their underlying problem. You’ll be rewarded with a delicious fish meal at the end of the day and a stimulating setting that may help develop stronger teams.
Poor change management
Unless leaders (and employees) reform, the organizations will wither and perish like any other creature. Companies are at significant risk if the leadership decision makers do not push for change. Demonstrate the advantages of the adjustments you propose, and keep in mind that people aren’t intrinsically resistant to change; they’re only afraid of the suffering or discomfort that may accompany it. As a “secure base,” it is your responsibility to provide a feeling of security while also inspiring exploration. Daring can only be encouraged by those who care about the subject matter.
Employees are naturally protective and risk-averse, including leaders. An exceptional leadership decision maker may help individuals change their minds about taking risks. Too many leaders push individuals to remain safe or “play not to lose”. But the most exemplary leaders build enough trust for people to take risks and “play to win”. This is a proactive, optimistic attitude that promotes change and success.
A selected few are motivated by intrinsic motivators like the opportunity to learn something new, make an impact, or further improve their abilities. For the most part, individuals are encouraged by extrinsic motivators like bonuses, promotions, money, and other fabricated incentives that are used much too often instead of this internal guiding system by leaders.
Indeed, it would help if leadership decision makers compensate employees decently. External rewards and punishments may distort the internal incentive system. You’ll be a better leader if you put your energy into motivating others and learning about their aspirations for personal and professional development and contribution.
People despise being reduced to a mere cog in a wheel. However, a large part of management is about regulating, administering, and planning activities and, by extension, the people involved. By encouraging and pushing individuals to take reasonable risks, leaders inspire and encourage others to reach their full potential. To be an exceptional leader and not just a manager, you must put people first. The remedy to making the number one mistake is to spend time and attention on the fundamentals of connecting. There you have it. The most common reasons leaders make bad decisions and what you can do to avoid them. Compassion, patience, and an open mind are some of the most effective tools a great leader can use, whether making an important decision at work or home. Ultimately, good leaders will always be willing to learn from their mistakes. And the next time they find themselves facing a tough decision, they’ll know exactly where to turn for guidance.