Page 23 - Decide by Gino Wickman

Decide! The One Common Denominator of All Great Leaders by Gino Wickman 20 Index gives people the freedom to be themselves. This tool A good comparison is two actual clients from different ends can help build synergistic teams and eliminate the stress of of the spectrum. The frst client made two key leadership problem solving as a group if you understand your natural team changes in the frst three months of the process. That abilities as well as those of the other members on your means he removed two key people from the organization team. and replaced them in ninety days. That’s blinding speed. The second client took two and a half years to make the So when I’m working with a team that has a combined frst change on his leadership team, and after four years, average of eight compared with a team averaging a four, has yet to make the second. This isn’t a criticism. If I the team at eight will take about twice as long as the four, pushed him any faster, it would actually be detrimental. He and that’s okay. As long as they answer the fve questions, must feel ready to make the decision. In the meantime, his take Clarity Breaks, and live by the ten commandments of company still grows at 8 percent per year. good decision making, they’re making good decisions. I should point out a critical disclaimer: You can’t use the A great technique to help temper high fact fnding teams knowledge that your team is a high fact fnder team as is used by the Marine Corps. It’s called “the 70 percent the reason you’re taking so long to make decisions or not solution,” and it works like this: If you have 70 percent of making decisions at all. Believe me, many have tried. No the information and you feel 70 percent confdent, move matter what, you shouldn’t let unresolved issues linger. You forward with a decision. must always be moving forward. Standing still can’t be an option. I used to think that I could move every team at the same pace. I’d get extremely frustrated with the groups that With the four discoveries clearly in mind, let’s turn to the weren’t moving as fast as the quickest, until I realized this exact process for becoming expert decision makers. was an unfair expectation. www.eosworldwide.com