The #1 cause of conflict on campus
It’s baffling to see how many interpersonal issues would be avoided if managers had more clarity on what it means to do their due diligence before making a decision, without creating delays. Making decisions too quickly tends to upset people either because they haven’t been consulted (that doesn’t go well in shared governance!) or some critical factors were not taken into consideration, which created more issues. On the other hand, making decisions too slowly can discourage and de-motivate even the best of employees because apathy and stagnation hurt morale, optimism, trust, and engagement.
How to avoid being too hasty
If you or one of your direct reports tends to make decisions too quickly, the first step is to understand the reason. In my experience, there are 3 common reasons:
Feeling pressure to act quickly
Dismissing other people’s concerns
Not seeing the bigger picture
#1 If you feel pressured to make a decision before you have all the facts, I strongly recommend you renegotiate the deadline because cutting corners will come at a cost. If there is time pressure because you are not well organized and you waited until the last minute, I urge you to get serious about improving your time management skills. If the pressure is self-imposed because you are impatient by nature, make your own personal development a top priority because you deserve to feel better.
#2 If employees or faculty have voiced concerns but they don’t seem valid to you because “they shouldn’t worry about that”, or “they are too negative”, or “they are too narrow-minded”, please understand that their doubts or fears may not seem justified to you, but they are very real to them and can’t be brushed aside. Being dismissive of other people’s concerns will cause your employees to have less trust in you as a leader and even as a person. If they don’t believe you think things through and respect them, you can’t expect collaboration and loyalty on their part. Please listen with an open mind and develop curiosity to be able to truly listen to what people are saying.
#3 In some cases, managers can have tunnel vision and make decisions without considering the implications for others. Remember that you don’t know what you don’t know, so take a minute to ask yourself who should be consulted, to discover the ramifications you’re not seeing when you’re too focused on your department. No matter how intelligent and experienced you are, you can’t possibly know everything that other people are doing (in your department or others) so you need to have strategic conversations before you make important decisions. It will spare you potential arguments and embarrassment.
How to avoid being too hesitant
Taking too long to make decisions or to implement them is often a big issue in higher ed. when meetings are not facilitated well, and too much time is wasted focusing on obstacles and not enough time focused on finding creative solutions. Please be sure to create a timeline and deadlines for your consultative process. When someone dominates a discussion or goes off on a tangent, it’s your responsibility to tactfully interrupt and redirect them (I can show you how). Keep yourself – and others – accountable and on track.
If the delay is not caused by the process but by your own inability to be decisive, you need to understand why. Are you trying to please everyone, but you can’t, so you feel stuck? Are you afraid of making a mistake and being punished for it? Or not being able to forgive yourself? Did something terrible happen in the past and now you can’t move forward for fear it will happen again? Getting to the root cause will help overcome what is holding you back.
If you are not making satisfactory progress on some projects, it could be because you are stretched too thin and feeling scattered. The busier you are, the more imperative it is to identify priorities, get organized, develop new habits, and keep yourself accountable. Being reactive always creates problems as well as unnecessary pressure, stress, anxiety, fear, and regret. Changing habits may seem hard but it’s less painful than feeling completely out of control and heading towards burnout.
Your next steps
If you’ve read this far, it is most likely because you want to become a better leader or you wanted to get a deeper understanding of why other people take too long, or rush, to make decisions. This article is meant to inspire you to reflect on your own leadership style and decision-making habits and investigate what is causing you difficulty. That’s only the first step.
Next, you need to imagine how your professional life would be transformed if you could change what is holding you back. Imagine projects unfolding more successfully and at the right pace, fewer complaints and confrontations, less frustration, stress, or anxiety, and more self-confidence and fulfillment in your job. You deserve to experience that, and more! Changing habits on your own and without support or accountability is extremely difficult. If you are committed to your own personal and professional development, the best solution is to work with a coach. I invite you to click here to discuss how I can help you reach your goals. You may also consider providing executive coaching to other managers on your team who demonstrate great potential and abilities but have difficulty overcoming challenges and letting go of old habits.
Higher ed. is changing faster than ever before, and leaders need to gain confidence, be or become visionaries, and lead with courage and skill. To be successful and reduce your stress, you need a coach by your side to keep you focused, strong, and show you new strategies to lead at a high level. Contact me if you’d like me to help you make this academic year your best one yet.
About the author: Dr. Audrey Reille has empowered thousands of professionals through one-on-one coaching, group coaching, speaking engagements, and online courses. Audrey is the go-to executive coach for leaders in higher education administration. She empowers them to thrive by improving communication, reducing stress, optimizing strategies, improving professional relationships, and developing a strong and empowered mindset.