Stop “creating support” when there is nothing to choose from

Blog post by Eva Bos

"I’m going to let my employees have their say on it for a bit, so that we create some support."

I hear this sentence often. And I understand where it comes from: leaders want to be careful, bring people along, and avoid hassle.

However: if there is actually nothing to choose, “joining the conversation” is not involvement. It is

token participation. And people sense that with pinpoint accuracy.

What you get then is no support. You get:

•  cynicism (“the decision has already been made anyway”),

•  resistance (overt or subcutaneous),

•  sabotage behavior (people slow down, there is (passive) resistance, 'saying yes, doing no').

The solution is surprisingly simple, but requires courage: be crystal clear about two things upfront.

1 - The rules of the game: how is this decision made?

People can handle a lot, even a decision they don't like, if the process is fair and clear. So: explicitly name the decision-making process.

Answer in advance: in what way will a decision be reached?

• Leader decides: Are you going to make the decision because there is a crisis, for example? (Note: a crisis lasts a maximum of two weeks!)

• Unfortunately, decides *with* input: Or will you make the decision, but incorporate the input of others who have a substantive perspective on the matter? (I also call this a campfire conversation.)

• Broadly supported decision: Or do you really want to form a broadly supported decision, in which you aim for an enriched majority? (I also call this deeply democratic.)

In short: how are you going to reach a decision? Choose consciously and communicate this from

before.

2 - The playing field: what are people allowed to contribute ideas about and what are they not?

Participating in discussions only works if there is genuine room for influence and if it is clear what one can and cannot discuss. Gray areas and confusing discussions—I see them so often—could have been avoided time and again if the leader had personally thought about the boundaries of the playing field beforehand and communicated them clearly in advance. And if, during the conversation, one could constantly point out when something is being suggested outside the playing field.

Therefore, make the playing field concrete: What can people have a say in and what is fixed.

• What is fixed (and why)?

• Where is there freedom of choice?

• Which preconditions are non-negotiable (time, budget, legislation, strategy, and why)?

• Which specific parts do you want input on?

Practical example sentences (that you can use tomorrow)

• The decision to do this is final (indicate why).

  What I am asking for your input on, knowing that this is what is going to happen: what do you need to make this happen / to be able to carry it out properly for you?

• I am making the decision (please explain why, if that is not clear). However, I do not possess all the perspectives I believe I need to make a wise decision about this. Therefore, I would very much like to hear as many perspectives as possible that I can take into account to arrive at a wiser decision.

• “There is no choice regarding X and Y (reason: …). There is, however, room regarding A, B, and C. I would like to hear your ideas and concerns regarding that.”

• If you provide input: this is how I provide feedback on what I have done with it.

Reflection question (for you as a leader/advisor):

Where am I asking for 'input' now, when I actually mean 'acceptance'? And what would happen if I just said that honestly?

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