I am still in the abstract of Decision Making, yes, but just because there´s so much to know before you can judge if you´re a strong decider or not. And now you also want to know whether your counterpart you deal with – probably real soon – also is a strong decider, right?
Why strong? You look for the binding character, the one who not only GIVES her/his word. Now below you find the details about a strong decider and where you shall find and need this character:
- a true decider is the person who gives a true and binding YES in a negotiation process to close the contract
- binding means for both: be the bearer of the consequences <–> be the converter of the consequences. THIS ball doesn´t come back, it´s in the goal
- official deciders carry a “C” in their title (“official” means, that the basis of your organization needs deciders as well)
- the experts knowledge of the basis in the company is crucial for the contract: have your solid info-budget available to go for good decisions and contracts
The following topics I will list for you involve deciders and the relevant information which you have to add to your info-budget:
- Branch information: invite for a meeting, do the brain-storming and use the particular language only, then display the information of your branch: what you do, how big the company is, list your products, name the customer-service dept., alternatively name your strongest competitors (in agreement)
- Information about the functions of your own area of authority: as a “C” title leader (COO, CEO,…) you display the information of why someone shall contact you and pls. offer your contact data politely
- Best practise examples: show your successes, explain in detail how you reached this aim, give insight i.e. about the time-Mgmt. you chose or needed and communicate why you chose it, be open: what was the guarantor for this number of hours/weeks/months?
- New strategies and instruments of the Management / economic context:
this is the area where the Mangement needs to be open and transparent to its employees to give the direction and train the departments how to get there, controll the (online) training to make sure it was tested by everyone
- Current Events: the daily challenges are forcing us to go into one direction only, so: either way you already work in a processed structure (most relevant for big companies) or you start creating and offering the processes each has to follow to be most effective
- Politics: if you work in this area, you may already be a decider (!)
- Branch extrinsic information: That´s all the new & helpful info which might fit to your organization/branch/product or fill an idea-gap but still is untypical to do or follow. One great example: when Starbucks started offering the 4-coffee-container “to go”
What´s most relevant is that a typical decider-communication has to rule the community thought of where you daily work and perform. It has to be conveyed to the target group (team) to belong to an exclusively community, and unfortunately this is quite an effort to do. I think, as a strong decider you will find the tools to do so and to keep your internal audience permanently reminded.
Work on the rules of a decider with each team and hang up the result!
BE A DECISION MAKER. BECOME OUTSTANDING.
rita jaskolla – Leadership Architect –