• Define desired outcomes
• Identify potential obstacles to those outcomes
• Design and implement right solutions.

Though such a list is perfectly accurate and useful in the broadest sense, like many others similar to it, it does not guide the reader before engaging each of these steps, or any other similarly broad steps, towards two very important underlying questions; the questions of “WHY” and “HOW.”  Why have I identified certain outcomes as the desired ones?  How did I select those outcomes over others that are available?  The same two questions can be asked of the other two points, the obstacles standing in the way as well as the solutions.

The reality is that most of us typically ask the WHY and HOW questions, but we do it internally and unconsciously … and so very fast, drawing quick conclusions that are based on a host of assumptions which may or may not be true.  In the demanding fast paced business world, most leaders do not slow down to examine these questions for themselves, or better yet, externalize them with their team; they typically do not share their internal process, but rather only share their final conclusions without seeking the necessary external testing and validation that is born from engaging the whole team with these questions.

So why do many leaders skip engaging their teams in these most crucial and fundamental questions?  

Typically I find that those who are confident in the strength of their leadership tend to be more willing to question their own conclusions before they make the final decisions.  In effect, they will purposefully slow down to ask themselves the WHY and HOW questions, and in the same spirit of curiosity, tend to expect that of their teams.

Leaders that do ask such questions of themselves and their teams tend to be more effective in creating influence and buy-in.  They are leaders that have recognized the importance of developing their own emotional intelligence and with it naturally the inner observer (read previous blog “Leadership & the Inner Observer”), and they will drive their teams to develop those same skills.  It is the inner observer in us that tends to drive us to curiosity of what we and others are thinking or experiencing.  An emotionally intelligent leader tends to be a curious one, and a curios leader tends to inquire, and frequently so, before they make their decisions.

If a leader is looking to determine outcomes, obstacles, solutions or anything else within their realm of decision making, then having a healthy sense of curiosity about their own assumptions and about what others think, as well as skillful inquiry habits, would go a long way to harness the collective intelligence of the whole team, generate collaboration, build buy-in and create influence.

The post The Why and How of a Leader’s Decision Making appeared first on Catalyst.

Most of us, especially when we are operating in a pressure cooker fast-paced environment tend to quickly leap to assumptions and conclusions that may have not been carefully examined.  This pitfall can be circumvented if we adopt an attitude of curiosity about our own assumptions and conclusions and choose to do the same with those that others have.  To do this requires taking a mental and emotional stance that keeps one’s own position flexible and open to be influenced by others’ input.  Such a stance is achieved through a practice of inquiry – to be curious enough about my inner and outer circumstances that I am driven to inquire about myself and others’ ideas, assumptions and conclusions.

Over time an attitude of inquiry tends to build a larger capacity for curiosity, which in turn allows for a stronger inner observer and a deeper propensity for emotional intelligence.  We become more “tuned-in” to our environment, our team, our employees and the culture of the organization.  These skills become the hallmark of a Transactional Leader.

Typically I find that those that practice an attitude of inquiry with their teams and employees tend to be more effective in creating influence and buy-in.  Transactional leaders tend to recognize the importance of developing their own emotional intelligence which naturally cultivates an inner observer.  It is the inner observer that drives us to be curious of what others may be thinking or experiencing.  An emotionally intelligent leader tends to be a curious one, and a curious leader tends to inquire, and frequently so, before making their decisions.

If a leader is looking to determine outcomes, obstacles, solutions or anything else within their realm of decision making, then having a healthy sense of curiosity about what others are thinking in addition to a set of skillful inquiry habits goes a long way to harness the collective intelligence of the whole team, generate collaboration, build buy-in and create influence.  Such a transactional leader is able to build creative organizational cultures in which differences of opinion are valued, and where curiosity and inquiry about these differences are used to fuel a constructive dialogue that drives innovation and fresh solutions.

Related articles

• Business Leader Richard Zahn Says “Emotional Intelligence” is Critical to Leadership (prweb.com)

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