WEBVTT - Try rapid decision making 

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<v Speaker 1>Welcome to Before Breakfast, a production of I Heart Radio.

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<v Speaker 1>Good Morning. This is Laura. Welcome to the Before Breakfast podcast.

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<v Speaker 1>Today's tip is to make sure everyone who is involved

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<v Speaker 1>in a decision knows his or her role in that decision,

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<v Speaker 1>so you can make decisions faster and avoid hurt feelings.

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<v Speaker 1>This tip, like another one this week, comes from Michael C.

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<v Speaker 1>Mankin's and Eric Garden's book Time Talent Energy. Mankins and Garden,

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<v Speaker 1>who are management consultants with Baine, offer tips to help

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<v Speaker 1>business leaders make the most of their actual human resources,

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<v Speaker 1>that is, the people who are doing the work. One

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<v Speaker 1>way to do this get better at making decisions. If

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<v Speaker 1>you have ever been in a meeting where people were

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<v Speaker 1>stumbling around trying to reach consensus, especially if it was

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<v Speaker 1>clear who gets to make the actual decision, well it

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<v Speaker 1>might have been a little frustrated. These time wasting gatherings

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<v Speaker 1>tend to happen because people don't know what role they

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<v Speaker 1>are supposed to play in a decision. If you think

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<v Speaker 1>about the process, there are a few common roles. Some

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<v Speaker 1>people are there to offer input, advisory opinions based on

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<v Speaker 1>their expertise. Some people are there to recommend, to argue

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<v Speaker 1>for a specific course of action. Others are there to

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<v Speaker 1>agree that something can be done, that is, that it

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<v Speaker 1>is legal or technically feasible, and some people are there

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<v Speaker 1>to decide. Others are there to perform, that is, to

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<v Speaker 1>implement the decision once it's made, with their presence at

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<v Speaker 1>the decision being mostly about seeing what's going into it.

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<v Speaker 1>In a slightly different order, these roles to recommend, agree, perform, implement,

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<v Speaker 1>and decide form the acronym rapid. The upside of assigning

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<v Speaker 1>these roles for rapid decision making is that everyone knows

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<v Speaker 1>how they are expected to contribute, and equally important, how

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<v Speaker 1>they are not expected to contribute. So if your role

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<v Speaker 1>is input, for instance, you will draw on your knowledge

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<v Speaker 1>to share how you think the possible options could play out,

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<v Speaker 1>but you know that you are not the one making

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<v Speaker 1>the actual decision. If your role is to recommend, well,

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<v Speaker 1>you can argue for something you won't keep your good

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<v Speaker 1>ideas about the best approach to yourself, but you will

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<v Speaker 1>also realize that someone else will ultimately decide what route

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<v Speaker 1>to take. And if three of you are in the

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<v Speaker 1>decision role, well, you know that you are aiming to

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<v Speaker 1>reach consensus with those people and not with others. Someone

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<v Speaker 1>else's argument for or against something is interesting, but you

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<v Speaker 1>don't actually need to win that person over. Clarifying people's

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<v Speaker 1>roles and decision making is good for efficiency and morale.

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<v Speaker 1>People fill the roles the organization needs them to play,

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<v Speaker 1>and they understand how they're being asked to contribute. Everyone

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<v Speaker 1>knows how the decision will be made, rather than awkwardly

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<v Speaker 1>attempting to dance towards consensus, and no one feels devalued

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<v Speaker 1>because they thought they had a role in making the

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<v Speaker 1>decision but their voice went unheard. So the next time

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<v Speaker 1>you are part of a decision making process, get clarity

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<v Speaker 1>on your role. Ask how you are supposed to be

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<v Speaker 1>contributing to the decision, and if you are in charge,

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<v Speaker 1>make it clear to your team how each person is

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<v Speaker 1>going to contribute to the decision. Don't be settled about this.

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<v Speaker 1>Make sure everybody knows his or her role and its

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<v Speaker 1>value to the team. Then when it is time to deliberate,

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<v Speaker 1>your team members will understand how to work together well.

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<v Speaker 1>In the meantime, this is Laura, Thanks for listening, and

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<v Speaker 1>here's to making the most of our time. Hey everybody,

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<v Speaker 1>I'd love to hear from you You can send me

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<v Speaker 1>your tips, your questions, or anything else. Just connect with

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<v Speaker 1>me on Twitter, Facebook and Instagram at Before Breakfast pod.

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<v Speaker 1>That's b the number four, then Breakfast p o D.

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<v Speaker 1>You can also shoot me an email at Before Breakfast

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<v Speaker 1>podcast at i heeart media dot com that Before Breakfast

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<v Speaker 1>is spelled out with all the letters. Thanks so much,

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<v Speaker 1>I look forward to staying in touch. Before Breakfast is

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<v Speaker 1>a production of I heart Radio. For more podcasts from

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<v Speaker 1>ge