A Leader’s Range of Decision-Making Options (Part three) of a 3-part series

(My blog next week will focus on effective meetings)

A fourth option is a “consensus” decision. A consensus decision is a decision that is supported by each member of the team. The Leader and individuals on the team gather information and then make a decision that all team members support. One key to success for the leader is to establish a time limit for reaching a decision. Another key is that the leader must decide which decision-making option will be used in case the team can’t agree within the specified time period.

Advantages: Continue reading “A Leader’s Range of Decision-Making Options (Part three) of a 3-part series”

A Leader’s Range of Decision-Making Options (Part TWO) of a 3-part series

The second option is for the leader to “gather input from individuals and decide.” The leader solicits others for ideas, information, suggestions and then makes the decision. The keys to success include explaining this decision-making option, and explaining the reasons for using it.

The advantages for using this option:

1 The leader makes a more informed decision than the “decide and announce” option.

2 The leader is still in control of the decision. Continue reading “A Leader’s Range of Decision-Making Options (Part TWO) of a 3-part series”

A Leader’s Range of Decision-Making Options, a 3-part series (Part One)

In today’s business environment of teamwork, quality performance and customer service leaders believe they have given away their option to make decisions. They believe decisions must be made by a group or team.

That’s not the case. Leaders always retain the option to make decisions. They often know by previous experience that certain decisions cannot be left for someone else.

It’s also important to understand Continue reading “A Leader’s Range of Decision-Making Options, a 3-part series (Part One)”

How Am I Doing? The Case for Job Performance Reviews Part 5 of a 5-part series

The history of job performance reviews is not a good one, from those who delivered them and from those who were on the receiving end of one. Those who delivered them were often disappointed, even shocked at times by the employee’s response. Those receiving them were, at times, surprised, shocked and disappointed.

Quite often these reactions can be laid at the feet of:

o Bringing up old issues that have already been discussed Continue reading “How Am I Doing? The Case for Job Performance Reviews Part 5 of a 5-part series”

How Am I Doing? The Case for Job Performance Reviews PART 4

Continuing discussion about Factors influencing rating errors:

Leniency or Generosity Error

This attitude involves high ratings for most employees, perhaps because of a reluctance to “rock the boat”

by seeming too critical. A harried leader may find it much easier and certainly more pleasant to offer unconditional praise to others than to bring up instance of substandard performance.

Strictness

The opposite of leniency. This is the tendency to be too harsh when rating others. Continue reading “How Am I Doing? The Case for Job Performance Reviews PART 4”