“We’ve spent an entire year trying to get this launched, and we’re nowhere! Maybe I have the wrong team.” The CEO’s exasperation was palpable.
I had been brought in to do a postmortem for a high-stakes initiative that had gotten derailed.
Turns out, it was an A-team of smart talented people. Lots of them knew for a while there was a problem. Some even had ideas to solve it. Yet, the problem remained unaddressed.
The reason?
No one had the authority to make a decision. Or at least, they didn’t think they did. It felt risky.
Sometimes, making a decision without authority doesn’t seem worth the risk.
When you’re driving a high-stakes strategy, the risk feels even bigger.
But if it’s not clear who can make a decision, even a GREAT strategy will get stalled.
I find that the Decision Tree Model can help.
Author Susan Scott came up with the Decision Tree Model to help executives who were getting stuck in the weeds, micro-managing instead of focusing on strategic priorities. I find it can also work well to clear things up when hands-off C-Suite execs just assume their leadership team will “somehow” work things out.
There are four categories of decisions. The model helps you clarify which types of decisions can be made independently, and which types of decisions need more involvement and approval.
I’ve found the Decision Tree Model is especially helpful when you are launching cross-functional efforts, onboarding a new employee — or striving to raise independent kids!
Here is how you might talk through the four types of decisions with people you want to feel more comfortable when making decisions:
Leaf Decisions: “I want you to make this type of decision and act on it. You don’t have to report back about the action you took. You are trained and ready and have the resources to execute. I have confidence in you — go for it!”
Branch Decisions: “You can make this decision, but our whole team needs to learn from what happens. So regularly communicate what you’re doing on this and what you are learning. Can’t wait to hear how it goes!”
Trunk Decisions: “You are closest to this issue so your recommendation is crucial. But we’ll need to be fully aligned as a team to pull it off. So, before you implement, let’s talk through your decision and make sure we’re on one page.
Root Decisions: “This is a very significant decision. The consequences of this type of decision would impact our entire organization. When you see the need for a decision like this, bring it up quickly! We need to get this type of decision right — together.”
In my own experience using the Decision Tree model with individuals and teams (and families!) I’ve found that I need to make sure I am clear on three things:
1) the assumptions we are making,
2) the risks involved (the upside as well as the downside), and
3) the competencies and experience of the individuals involved.
Even low-risk decisions for an organization will need more oversight if the individual or team involved has no experience with a specific type of assignment, or has never worked together as a team before.
Even very competent people who’ve worked together can get derailed when they are not aligned and make very different assumptions or don’t see the risks the same way.
PRO TIP: Just the process of talking about these different types of decisions upfront can help you and your team avoid surprises and get results faster.
And even better, you can develop stronger leaders who are more confident to step up and make a decision when it counts. It’s worth the risk.
Welcome your thoughts!
— Susan
This article is part of my newsletter, “Driving a New Direction,” to equip and energize leaders with practical ways to move forward, whether you’re leading a new strategy or getting one back on track. Subscribe below if you’d like insights like this once or twice a month.
Explore my website to learn more about how you might leverage the De-Risk System for Impact℠ workshops, and about my upcoming book “FastTrack Your Big Idea: De-Risk, Align People, and Communicate Your Strategy to Speed Results.” Or message me and let’s connect! susan.schramm@gotomarketimpact.com
