Questions Leaders Should Try Hard Not to Answer
We love having the answers. It’s an ego boost to know what to do when others don’t. But just because you know the answer, doesn’t mean you should give it when someone asks.
“Answer That” Scenario
Chris is Brett’s boss. Brett’s working on a project and encounters a problem. So Brett goes to Chris and asks what he should do. Chris, having been in similar circumstances, gives Brett a great answer. Brett take Chris’ advice and successfully solves the problem. What will Brett do the next time he has a problem? He’ll think, “I know, I’ll ask Chris!”. And Chris will probably give him another great answer.
What’s wrong with this scenario? Nothing, as long as Chris wants to continue to be the organization’s bottleneck, making all the decisions. Brett (and undoubtedly, many other Bretts in the organization) is being programmed to push every decision up to Chris.
Let’s try another approach. Continue reading Don’t Answer That!
months on the job showed great potential. So how could he have made such a boneheaded decision that put the organization’s reputation on the line with a major stakeholder!
It’s decision time. And the decision is clearly yours to make. You’ve done your due diligence, gathered as much data as you can reasonably expect to get, made your pros/cons list, done the cost/benefit analysis, sought the perspectives of every stakeholder – now all that’s left to do is decide. But the decision still isn’t clear.
Important people are expected to be busy; we want to be important; so we don’t want to admit (to ourselves or others) that we’re not busy. We fill our plates to keep our importance badge. 