An issue that often gets in the way of selling a decision to a team is the extent to which the decision seems arbitrary rather than the result of reasoned judgment.

Today’s Idea is how to avoid appearing (and better yet being) arbitrary. First, let’s take a look at the track record needed to be successful. Old research says that an average employee makes decisions that are correct at a rate in the low 40 percent range. A successful employee makes correct decisions in the high 40 percent range… not much of a difference there.

So how do you avoid the negative labels? Here are some ideas. First, communicate completely. The better the team understands the information that drove the decision, the more they will buy in to a decision. Secondly, gather and listen to all of the relevant input; not promising to take all of the advice, but promising to hear and understand it. Thirdly, watch your attitude. When a decision is announced with bravado or arrogance, that attitude is often more at the root of a poor reception by the team than the actual decision.

The other idea involves being clear about your decision process. If the decision will be made by team-consensus state that upfront and stick to it. If the decision will be made by the leader listening to all of the teams input and then the leader making the decision, announce that intent. If because of the nature of the decision, the leader will make the decision on their own, explain why that approach was taken when you communicate the decision.

And lastly avoid being a benevolent dictator… the leader who feigns ‘listening to’ everyone as a means of ‘smoothing’ the decision that they have already made.