A leader is only successful when their people are successful. To do so, many decisions, big and small, need to be made by the leader. Sometimes these decisions are tough. Balancing out your people’s needs with the needs of the business can be one of the most challenging types of decisions to make. You may know what is needed from a business perspective. Still, it could require negatively disrupting the flow of certain members of the team.
When tough choices must be made and results are difficult to achieve, leaders are forged. To become a successful person, you will have to pay the price. The key is being willing to do something because it matters, not because it will get you noticed. Play it smart, but don’t play it safe. The higher the level you play, the less they accept excuses. People who want to be effective are willing to do what others won’t, including making tough choices. Sometimes you need to blow up the ship.
Some Tough Choices Examples
People Choices
Deciding to add or remove someone from your team can and should be a tough decision. From a removing (firing) perspective, the decision to let someone go is one of the most challenging choices to make. You are impacting someone’s world big time. The decision to let someone go should never be taken lightly. I use a method I called “The Triangle of Impact” to determine whether someone should be removed from the team and/or organization throughout my career. Are they a liability in the triangle’s three pivotal points: with customers, with the team, and with the organization? If yes, the time to make a change may be needed.
From the add (hiring) perspective, you need to make sure whoever you are bringing into the group is the right fit. Do they add to the collective strengths of the team? Will they get along with everyone? Is there potential with them? If you are adding via promotion, how are those who were not successful going to react to this person getting a job they may have coveted?
Structure & Scheduling Choices
Changing the structure of your team or when people are needed to work can be tough. This is especially true if team members are used to working a certain way or during a range of consistent hours. I have introduced new structures like becoming a 24-hour environment or new teams/individuals based in different time zones in my career. A clear communication plan is essential. Consistent and appropriate messaging are key. Employees need to understand the “why” behind the change. Asking teams to start working earlier or later is awkward. Some will be OK with it, while others will be negatively affected engagement-wise.
Fair Process Decisions and Choices
Since making tough choices comes with the responsibilities of being a manager, you need to figure out how to make them well. While not all choices and decisions will be popular, the goal needs to be that they are perceived as fair. Here are three ways to help you try and make fair choices:
- Involve team members as best you can.
- How much input do employees believe they have in the decision-making process?
- Are their opinions requested and given serious consideration?
- Think through the process and have a plan.
- How do employees believe decisions are made and implemented?
- Are they consistent?
- Are they based on accurate information?
- Can mistakes be corrected?
- Is ample advanced notice given?
- Is the decision process transparent?
- Communication & messaging around the “why” are key.
- How do managers behave?
- Do they explain why a decision was made?
- Do they treat employees respectfully, actively listening to their concerns and empathizing with their points of view?
You are not always going to make popular decisions or choices. Some may be easy, but others may be tough. Weigh the pros and cons of decisions, planning for possible reactions, and scenarios to be better prepared. Communication planning is essential.
