Over the last few months, leaders have been asked to make decisions at lightning speed. These decisions have a long-lasting impact on both their organizations and individuals on their team.
Adam Weber, Chief People Officer and Co-founder of Emplify spent time identifying four ways he approaches making decisions to put him in the best mindset when making tough calls. Being a leader doesn’t always come with a handbook to making the right decisions.
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Nicole [00:00:02] Hey, insight's listeners. Nicole here. And thanks for joining me for this week's bite-size Insights, empowering people, leaders with best in class information in 10 minutes or less over the last few months. Leaders have been asked to make decisions at lightning speed. These decisions have long lasting impact on both their organizations and the individuals on their team. And frankly, making the right choice isn't always clear. Adam Webber, chief people officer and co-founder of Amplify, spent some time identifying four ways he approaches making decisions to put him in the best mindset when making tough calls. My hope is that you find some inspiration from this process to help you because making hard decisions is, well, hard and something that every leader has to do.
Adam [00:00:51] The first was Take Care of yourself. So trust your morning routine journal. Read something timelessly true. Meditate, whatever that is for you. And maybe, maybe for you. That's an area where you've known it's something you needed to address in your life and you just have it. But as a leader, to start your day anchored in something that is outside of this pressing situation, I think is absolutely critical. I'd actually say that closing your day as well is really important as well. What we're trying to do is change the trajectory of our horizon. Like when we only make decisions in this vacuum of a crisis based situation, we get stuck. And what we don't want to do is make decisions in fear or make decisions with a myopic focus. Every now and then we need to come up out of the water and make sure we're looking out on the horizon and making decisions with a longer view. And so one of the ways I think that you do that is by having a morning routine. I I've been trying to stay really, really disciplined with that. For me, it's it's a combination of poetry because it's different and it puts my head into a different space. And it's journaling. It's allowing myself to be transparent with the emotions that I'm feeling. It's interesting doing this five weeks ago. So I did do webinars right after this happened. Now it's like then time. There's been a lot of time that's passed and there've been days that I've been really good days and other days where it's just been really hard days. And so that's the first one. The second is to make sure you give yourself enough time to process. Are you setting aside thinking time where you're not just consuming, but you're thinking? And I think when you're in high stress situations, it can be really easy to consume inputs from your team, from webinars, from the news. You have all these different data inputs that are you giving yourself space and distance to process as well. So for me and I was just talking about this with my team today, 20 minutes every single day, no phone I have I have a flip phone I take with me. So when I need a break and I take 20 minutes, at least every single day, and I just I go on a walk and that is just a time to kind of process. And that's my minimum amount that I just kind of holding myself to to make sure that I have some time just to sit and be and think and process the next one. And you know, this this is hard because some of the decisions that we're all facing are really challenging, but it's to be authentic, to be yourself. This is an opportunity for leaders to take down the walls that maybe they've held up, that maybe have blocked them from genuine relationships with their employees, that maybe block them from psychologically safe environments, which I'm guessing we'll get into a little later and just share who you really are and how you're actually doing with your team and how you are processing this experience as well. By naming that and for yourself, I think you'll give permission for everyone else. And you help acknowledge for everyone else that this is a unique scenario. This is not business as usual right now. The next is be transparent and be willing to explain your decision making process. No question already. There have been a series of decisions that we've had to make that have been really hard. And what I have always done instead of some I talk for years that employees are very willing to follow along. They don't have to agree with all of your decisions. We're gonna have to make hard decisions through this process, period. And they may not agree with all of them, but when you take the inputs, you give yourself space and time to process. And then when you make that decision. Make sure you know that you are willing to explain. Peel back the curtain on the inputs that you took, how you thought through it, and why you made the decision you did. And I think when you do that, you'll be prized with the empathy that your team will have. Knowing that you are facing a pretty unprecedented time, the next is the lead with care. Remember that your team is just as uncertain as you are, that you have team members right now who are working with a two year old hanging from their face or in the middle of a Xoom and a baby that's crying in the background ad or whatever, or a family member who's ill or job security or financial pressure because their spouse just lost a job. Just I think it is important that we don't detach ourselves, that in every decision we make, no matter what they may be, that we lead with care, that we try to take care of the people to the very best of our ability that we can. And then the last is and then in my mind, this was just this was really for me, this was like, so before I make that bold decision, what are all the things I'm going to do? And then the last is just now it's time to be bold and decisive and make the right decision. This entire time I've had to make a series of many decisions, like a series of decisions the full time. But what I do know is if I follow these other tips. And then I feel confident that I will make the best decision with the information I have and I can stand by those decisions. And so it's time to be bold and decisive. It's not this isn't, you know, all of this stuff I'm referring to as not to lead to someone like, oh, my gosh, is he in the middle of this thing? No, it is. It is. I want to make bold, decisive decisions from a healthy, grounded place, because when I make bold decisions, I have to stand by them. And I want to be certain that when I look back on them, that I did the very best I could to be in the best place possible before I made the.
Nicole [00:06:26] Thanks for joining us for this bite-size Insights. Send us your questions at Emplify dot com slash questions. That's E M P L I F Y.com slash questions and subscribe to wherever you listen to podcasts.