The ability to make effective decisions is a distinguishing characteristic of an effective leader. Each of us has a particular style and approach to making decisions. And the likelihood is that more than 80% of the people around you will make decisions with a different approach.
There is a difference between the best way to make a decision and how we actually get there which limits our ability in collaborating as a team, selling our ideas to our audience, and moving our plans forward.
Suppose you have been cultivating a business opportunity with an external group. The rapport has been positive - they like you. You are now presenting your case to gain a decision to move forward. You outline an innovative solution which opens up many potential directions for your audience in the future. There was energy and excitement in your presentation, and you highlighted the positive impact this direction would have on people. Everyone smiled and complimented you on the proposal, and you left the room feeling you nailed it. Two weeks later, the answer is no. What happened?
The likelihood is that the presentation matched your decision-making style but was not a fit for your audience. Not understanding the preferences of the decision makers can turn a great idea into a lost deal. Nearly 70% of proposals fail, but many could have made it if presented in a way to match the audience's decision making style.
Think about a Board or Committee meeting. The talk drones on and on to get to a decision, and still people just seem to be on different planets. The answer is obvious, but some people just don't get it, and you don't see the reaction you expected. Less than 10% of decisions provide the projected result. Again, differences in decision making style can explain the disconnection and poor outcomes.
So, do you need a psychology degree to improve your ability to lead others to better decisions? The answer is no, but an understanding of the impact of personality preferences on decision making would definitely put you ahead of the game.
Effective leadership requires the ability to assess the preferences of the individuals involved in decision making and the ability to use that assessment to adapt the approach to make the best decisions.
The Myers-Briggs Type Indicator©(MBTI) is a widely used instrument that is designed to identify personality type and preferences. The theory is that each of us have distinct preferences in how we approach the world, take in and process information, and make decisions. Our preferences are explained in terms of four pairs of opposites. We are more comfortable - or prefer - one side as opposed to the other. This explains how we may be a hit or miss with our audience.
- The Extraversion/Introversion preference explains how we receive and direct energy. Extraverts are external and prefer to engage in the outer world of people, events, and activities whereas an introvert would gain energy internally with time to think, reflect, and process alone.
- The Sensing/Intuition preference indicates how an individual takes in information. "Sensors" prefer real facts in front of them today and developing knowledge through a sequential process of specific data, information, or experiences. "Intuitives" think about patterns and possibilities for the future and seem to "jump the line" in their approach, focusing on instincts and gut feelings.
- The Thinking/Feeling preference describes how we make our decisions. Where thinkers make decisions based on logic and analysis with conclusions that are fair and reasonable, feelers assess the impact on people, values, and well-being.
- The Judging/Perceiving preferences shows how we approach life. With a judging preference, an individual craves structure, systems, and plans. Those with a perceiving preference like flexibility, openness, and ambiguity. People with a judging preference want a firm and final decision where those with a perceiving preference see decisions as open and changeable.
Our personality type has a significant effect on how we work and make decisions. What may resonate with some may seem foreign to others. An introverted thinker will approach a decision very differently than an extraverted feeler. In fact, there may be considerable disagreement and stress in getting to a decision.
A key benefit of understanding personality preferences is being able to appreciate the differences in approach and adapting to fit. A further advantage is being able to take advantage of all the different preferences to reach the best decision.
Failure to understand and appreciate our personality differences is the reason so many projects and proposals derail and get rejected. Research shows that the ability to make better decisions is directly related to greater financial results. As our business world becomes more complicated and complex, understanding personality in a dynamic environment can set you apart.
The good news is that we can all learn to make better decisions and adapt our style. There is a best practice for making decisions and presenting proposals which accounts for all the key preferences. The decision making process has been called the Z-model and generates the best decisions by working through the middle two sets of preferences.
- Begin the decision making process with sensing by gathering factual information about what has been tried, what has worked, what you know, and what you don't know. Collect the data without jumping to conclusions.
- Apply the intuitive preference by now stepping back from the facts and looking at the patterns and connections in the information to assess the long-term opportunities. Brainstorm the potential.
- From there, bring in the logic through the thinking function by analyzing pros and cons, possible consequences, and the fair approach. Determine cause and effect.
- Now close with the feeling preference by considering how the decision will impact people and, the feelings of others involved and how people will react. Weigh the human element.
- As an intuitive thinker, I do not always assess the full facts or the impact of decisions on people. Then I am surprised by reactions and unexpected events. By going through the Z-model, I am better prepared to make the right decision by slowing down to consider the facts and being aware of potential emotional responses. I can make myself do this on my own or bring in someone with those other preferences to play off of their strengths.
A further extension of the Z-model looks at how to get and provide the information.
- Begin with the introverted approach by providing information for people to think about independently prior to meeting to make decisions.
- Add the extroversion by providing the forum to talk through the information together with some brainstorming potential.
- The next step is to use the judging preference to structure the decision process.
- The final step is to consider the perceiving preference by looking at ways to re-assess direction as new information arises to confirm our direction going forward.
It can be incredibly difficult for an introverted thinker to express the right empathy and feelings in a situation where emotions may be high. Such leaders can be seen as a cold and not connected to the people. Being aware of the other preferences can support leaders to take the right actions consistently and fully.
Providing a presentation involving brainstorming options and talking through possibilities to a room full of introverted, sensing, judgers may not go well. They may think you are alien. Good idea - wrong room.
We have a tendency to play to our preferences and ignore our non-preferred functions. If we have a team that are all similar in preferences, we can feel like we click and have great energy. The likelihood is that we are cloning and missing valuable insights to make the best decisions. Our decisions may actually be shortsighted.
First, understand your own preferences and how they impact on your approach to making decisions and style in presenting proposals. From there, clarify the preferences of your audience and adapt to their approach. Work through the Z-model to provide the best presentation of information and reach the best decisions.
It is critical to understand and adapt your style of making decisions to the specific situations to realize the best possible outcomes. Knowing your own approach and how to read your audience will create presentations that connect, teams that gel, and decisions that work.
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Decision-Making: A Matter of Personality
