Leaders and experts can sometimes be too smart for their own good. Over time, they masterfully work through a problem or opportunity and reach a strong conclusion or decision. This viewpoint arrives after real effort.
Explaining the reasoning for the conclusion to the team responsible for executing makes total sense. With regard to senior leadership, whose role is to approve or endorse the conclusion, does that hold true? I’ve often received advice with that audience to start with the conclusion first. Rationale being limited attention span, action orientation, and if they want the rationale, they’ll ask. Seems to me you are still leading, just a different audience, so still need it bring people along. Curious if you had come across the advice of “start w/ conclusion first w/ sr mgt” and how that does/doesn’t square w/ the recommendation to “bring people along w/ your thinking”
Hi Scott. The context of the scenario you present seems to be that the senior team hasn't already been privy to some of decision rationale leading up to the presentation. If that is the case... then you may have already planted trip wires all throughout the presentation.
Your senior management team will resist change in new decisions for the same reason most people resist change, they haven't been consulted with. To bring that team along in your thinking means that decisions are never surprises. Your presentation to them is over days, sometimes in private, and should never be a public surprise for anyone at the table.
Those who give the advice that you "start with the conclusion first with senior management" might be only thinking about the moment of announcement and not the tremendous amount of communication it takes ahead of time to make that a good recommendation. If a leader has done that work to bring his team along with their thinking over the previous days, then yes, starting with the conclusions can make a lot of sense.
Thank you for the response. I did forget about the social dynamics and communication required prior to the actual recommendation. Typically the key players have been consulted prior to the “official” recommendation in order for it to be accepted. Otherwise, in my experience, the decision gets deferred. As you said, the advice to “start with the conclusion first” makes sense only if you’ve done the work to bring folks along. Thanks for helping me think this through, appreciate it!
Explaining the process that led to the result to your team is sure the best way to get them go along with the thinking. But It is also important that the leader accepts just because you explain doesn't mean people will understand and follow, and believe such is also a price tag to leadership not commonly discussed. But as long as the leader accepts what comes with his responsibility, doing what is expected so that his team follows irrespective of how slow they may follow is of utmost importance. As a leader you will not always have great disciples, but you must always make sure you have what it takes to be the best inn what you do, and that's how you live accepting your role and always being ready to get those that can follow along with your thinking, do so accurately.
Explaining the reasoning for the conclusion to the team responsible for executing makes total sense. With regard to senior leadership, whose role is to approve or endorse the conclusion, does that hold true? I’ve often received advice with that audience to start with the conclusion first. Rationale being limited attention span, action orientation, and if they want the rationale, they’ll ask. Seems to me you are still leading, just a different audience, so still need it bring people along. Curious if you had come across the advice of “start w/ conclusion first w/ sr mgt” and how that does/doesn’t square w/ the recommendation to “bring people along w/ your thinking”
Hi Scott. The context of the scenario you present seems to be that the senior team hasn't already been privy to some of decision rationale leading up to the presentation. If that is the case... then you may have already planted trip wires all throughout the presentation.
Your senior management team will resist change in new decisions for the same reason most people resist change, they haven't been consulted with. To bring that team along in your thinking means that decisions are never surprises. Your presentation to them is over days, sometimes in private, and should never be a public surprise for anyone at the table.
Those who give the advice that you "start with the conclusion first with senior management" might be only thinking about the moment of announcement and not the tremendous amount of communication it takes ahead of time to make that a good recommendation. If a leader has done that work to bring his team along with their thinking over the previous days, then yes, starting with the conclusions can make a lot of sense.
Thank you for the response. I did forget about the social dynamics and communication required prior to the actual recommendation. Typically the key players have been consulted prior to the “official” recommendation in order for it to be accepted. Otherwise, in my experience, the decision gets deferred. As you said, the advice to “start with the conclusion first” makes sense only if you’ve done the work to bring folks along. Thanks for helping me think this through, appreciate it!
I appreciate the question, Scott. Glad you asked it.
Looking forward to hearing your thoughts around the earlier reply from the author.
Explaining the process that led to the result to your team is sure the best way to get them go along with the thinking. But It is also important that the leader accepts just because you explain doesn't mean people will understand and follow, and believe such is also a price tag to leadership not commonly discussed. But as long as the leader accepts what comes with his responsibility, doing what is expected so that his team follows irrespective of how slow they may follow is of utmost importance. As a leader you will not always have great disciples, but you must always make sure you have what it takes to be the best inn what you do, and that's how you live accepting your role and always being ready to get those that can follow along with your thinking, do so accurately.