Get to the point where you actually are confident enough in your team, in your decision-making prowess, in your ability to consider failure, to think totally differently about the problem and see if there is a better way to attack it. – Matt Confer
Hi everyone! Welcome to today’s show. Today we talk about the Four Elements of Effective Decision-Making for New Leaders with Matt Confer. Matt is the VP of Strategy & Business Development for Abilitie, a leadership development company based in beautiful Austin, Texas.
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If you don’t invest early on in developing a relationship with those that you manage, it’s going to be very hard when you get into the thick of a project and you have to really push your comfortable limits about what is possible to deliver.
If you just jump right into the pure, active managing and delegating and never build any sort of a substantial relationship, it just makes things all the more difficult especially when you’re talking about thousands of miles between you and doing all of your work virtually.
When we throw a problem at leaders in our simulation, the initial instinct that everybody has is, “Ooh – a problem. I’m going to jump in and I’m going to solve it.”
The problem is, most teams don’t take the one to two minutes to say what actually is the problem that we’re embarking on. They get so excited by the chance to solve something, that they never take a step back and identify what the problem is.
The first step should be to identify it, and then simplify it. That should come before ever trying to embark on solving it.
I almost never see a team in our simulation that ends up winning or ends up as one of the teams near the top that had one strategy, completely, effectively delivered that strategy, and never had to change course.
You have to be comfortable with the fact that you need to adjust to changing dynamics – either changing dynamics at your company, changing dynamics in your industry.
Don’t assume that the people on your team want to be managed the same way you would want to be managed.
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