In their periodic leadership meetings does your leadership team spend endless amounts of time discussing issues? Never seeming to reach a conclusion or make a decision?
When someone is Wrong Person (doesn’t fit our Core Values and Culture), Wrong Seat (in a job they don’t GWC®; Get It, Want It, Capacity to do it and we can’t fix it), or both, the reality is that they have to go.
The mark of a great leader is consistently being a great decider! When you think about it, all business activity really comes down to two simple things: Making decisions and executing on decisions.
Most people would say that consensus is a wonderful thing. When everyone agrees, there will be no battles and the project will go on without a hitch, right? Unfortunately, no.
In his book, The Five Dysfunctions of a Team, Patrick Lencioni says, “Consensus is horrible. I mean, if everyone really agrees on something and consensus comes about quickly and naturally, well that’s terrific. But that isn’t how it usually works, and so consensus becomes an attempt to please everyone.”
“The roads of the world are paved with squirrels that couldn’t decide.”
This insight was shared by a fellow EOS® Implementer at our quarterly gathering in Detroit in February. It paints a very clear mental picture, doesn’t it? The ability to make a decision is one of the characteristics of all great leaders. Some people are great at making decisions; others find it challenging.
Decisions exist on two levels – intellectual and emotional. Our intellect tells us we “should” do something — expand our business, resolve that personnel issue, refine our marketing plan, work fewer hours, reduce overhead.