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Team Decision Making-Case Study and Success Story

Working on teams and reaching agreement on anything can be a challenge. Team Leaders and Managers set the tone for team based decision making. For decisions to be effective a process must be known and shared. Below is a case study / success story of coaching and consulting with a manager and a team to improve their decision making process and output as a team.

team method for decision making - create learning team building and leadership

Overview

Amida, a director of Corporate Sales that I coached 1 on 1 to enhance managerial-leadership and improve the teams productivity, became so great about being clear about the decision style her team will be using for different issues she makes a chart.

This allows the team to see which decisions she intends to make herself, which will be delegated, which will be consultative and who will be consulted, and which need to be made by the group.

She uses the Selecting a Decision-Making Approach with the group and records each team member’s preferences for that approach to a particular decision item.

Team & Management Problem

Amida started this practice after a number of difficult team meetings in which nothing seemed to be getting done. Finally, her team decided to enlighten her on why things were getting stalled, and told her that she wasn’t listening to them.

Amida was shocked.

She had always prided herself on listening carefully to the evidence provided before making a decision.

The problem was, Amida was making consultative decisions (listening to each argument, then making the decision herself) while the team thought they were making consensus decisions.

As a result, the team was confused about what had been decided vs. what was still under discussion, and they began to get annoyed about what appeared to be Amida’s authoritarian attitude.

Team Coaching and Manager Coaching on making decsions create-learning team builidng and leadership

Team & Management Intervention

After giving Amida feedback on her decision-making approach, the team went through the checklists for some of their pending and recent decisions.

As it turned out, a consultative style was perfectly appropriate for most decisions Amida was making, and the team was happy to operate that way once the decision-making strategy was clear.

Team Results

Amida’s approach allowed the team to reach agreement faster on critical decision, and reinforced the importance of allowing time for those decisions for which a true consensus was needed.

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