After a recent presentation, I was asked, “How do I get my people to just make a decision?” When I queried for more detail, the manager told me he’s grown weary of employees who “need to be pushed when there’s the slightest hint of ambiguity.” While it’s impossible to provide a specific prescription for situations like these, allow me to offer a few strategies gleaned from those who successfully navigate this challenge.
Begin with two questions when approaching those who are hesitant. Ask first, “What is your desired outcome?” Don’t be surprised if they are less than clear on the actual decision to be made. Rather than telling them what they should be deciding, take a minute to talk it through together. Don’t be impatient. After all, you want them to do this on their own over time.
Second, ask, “What’s holding you back from acting?” The reasons may be more complex than you think. Is this fear based on past experiences? Do they think the organization’s culture is intolerant of failure? Have they grown up with parents or other adults who criticized their decisions and way of thinking? Perhaps it’s a bit of all of these. You can’t psychoanalyze them. But it is important they account for these issues.
Compel them to determine a course of action. This usually requires a series of questions that presses them to consider the context, identify options, and choose the most appropriate action. I have mentioned “think-alouds” in a previous blog post. This would be a good time to use this strategy.
Confirm they will act and when. Once they have decided on a course of action, ask them to commit to a time frame. This is the moment of truth, so don’t end the conversation without obtaining a promise to act. There may be additional input needed or perhaps a sub-task needs to be completed. Work through these steps with them. Then get a commitment.
Provide encouragement. For some, making the decision may be more of a significant step than you imagine. Some may lack experience solving problems. Some may be fearful because of past failures. Some may be apprehensive about making a mistake because of job security. If you suspect these concerns, attempt to draw them out. The relationship has to be built on trust – them trusting you and trusting themselves.
Connect about the result. Assure them that you will circle back to see what happened. Explain that this is not about checking up. Get them to view it as an opportunity to process the outcome and scaffold this experience to other decisions they will face.
Continue this process until you see a change in behavior. Some of the hesitancy to act may be deep-seated. Patience is required. Obviously, every situation is different, but these steps provide a framework for fostering action. Act and then make the adjustments necessary.