Consensus and Decision Making

This week's post comes from Mike Meyers.

Whose decision is it? We all make numerous decisions each day. For example, you made a decision to get out of bed and come to work today and now you've made the decision to read this blog post. We are all very capable at making decisions and make hundreds of them each day without giving it much thought. However, it seems when the stakes get high, we often fall into bad decision making habits. If you find yourself asking whose decision it is, you've taken the very important first step. All too often we go into a major decision without clearly defining whose decision it ultimately is. Nothing drives ambiguity and draws out the decision making process more than a lack of clarity of who owns it.

So let's say we've passed the first hurdle and asked the question of who owns the decision. The natural answer on a significant decision is that it needs to be a consensus. But what does consensus really mean? In theory, it sounds great. We can all be on the same page and go forward with a unified front because we have 100% agreement. But how often does that really happen? On the rare occasion where it does happen, have we considered whether that unanimity is even healthy or does it question whether we are challenging each other enough and pushing for different perspectives? If we need 100% agreement, does that essentially give each individual full veto power?

A few months ago I was reading a book entitled Great Leaders Don't Take Yes for an Answer by Michael A. Roberto, and he defined consensus in this way: "Consensus does mean that people have agreed to cooperate in the implementation of a decision." By this definition, consensus isn't how a decision is made, rather it is how a decision is moved to implementation. 

Roberto goes on to describe the two components that are needed for a consensus:

• Commitment - a dedication to whatever it is going to take to accomplish the decision or goal
• Understanding - a firm grasp of the rationale for the decision

Notice what is missing from that definition? Agreement! Consensus does not mean unanimity; it means commitment and understanding. In other words, it means knowing the "why" and being committed to that path. It's ok to say, "This is my decision, but we need the consensus of the team." Consensus is critical for implementation but can be a dangerous decision making path if we think of it in the traditional terms of agreement.

At times, it is appropriate to have a group decision. If it is a group decision, we still need to be intentional about how the decision is going to be made. Is it a vote? Is it a group of people advising the decision maker? Does everyone need to be in agreement? Each may be appropriate depending on the situation. Just be aware- if you need full agreement, each individual also has full power to stop a decision from being made.

Next time you are facing a significant decision, don't fall into the agreement trap by default. Be clear on who owns the decision and work towards building true consensus - commitment and understanding.

 

Continue Leading the Interstates Way!

Mike Meyers

Can You Believe It?

This week's post comes from Jack Woelber.

On July 1, Dennis Muilenburg, a Sioux Center native and an Iowa State University graduate, became the 10th CEO of Boeing, the largest aerospace company in the world. Boeing is a $90 billion company with over 160,000 employees in 65 countries around the world.

Because Muilenburg is from Sioux Center, I have paid more attention to the story than I would have had he been from somewhere else. As I read articles regarding his promotion and the things that got him to this point, there were a couple of themes that stood out to me. These themes reminded me of concepts we discuss regularly at Interstates as we talk about leadership. 

Humility: Muilenburg indicated he is humbled to have been given this opportunity. He never thought that when he joined the organization 30 years ago he would ultimately ascend to the position of CEO. That reminded me of servant leadership. 

Developing Leaders: Jim McNerney was his predecessor as CEO. Muilenburg said of McNerney, “He has a real passion for developing leaders and developing talent. Among all the things I have learned from him, that’s the most valuable, and I plan to carry that on going forward.” We often talk about providing opportunity and investing in leadership. Boeing obviously takes that very seriously. 

Co-Leadership: Most of Muilenburg’s experience with Boeing has been dealing with the defense systems which account for about thirty percent of the business. The board opted to name Raymond Conner as Vice Chair of Boeing as he has been instrumental in the commercial side of Boeing’s business. Between the two of them, they complement each other well and have expertise in different areas. It is a good reminder for us to surround ourselves with people that have talents different than our own. 

I’m sure there are many other leadership concepts that we have discussed in our conversations at Interstates that could be found in other articles if we searched a little deeper. However, humility, developing leaders, and co-leadership jumped out at me as I read about the “small town Iowa boy making it big.”  So, regardless if you are at the helm of a multi-billion dollar company or a committee member at a local nonprofit, leadership philosophy is the same and relevant. 

Continue Leading the Interstates Way!

Jack Woelber

Run, Forest! Run!

This week's post comes from Scott Peterson.

I was spending a little time on social media (try not to judge me), and I found this story/joke. It made me laugh and it also got me thinking. All too often when I'm facing a challenge or even just a simple problem, I get fixed on one answer or solution. When that happens I'm not leading well because the first answer or the quick answer is not the only answer. When I am open and curious about different options or answers, that is when I am most effective. 

Remember two things:
1. There are different ways of thinking.
2. There can be multiple correct answers.

Enjoy the story below and continue leading the Interstates Way!

Scott Peterson

                                                                   Source

When Forest Gump died, he stood in front of St. Peter at the Pearly Gates. St. Peter said, "Welcome, Forest. We've heard a lot about you." He continued, "Unfortunately, it's getting pretty crowded up here and we find that we now have to give people an entrance examination before we let them in."
  

"Okay," said Forest. "I hope it's not too hard. I've already been through a test. My momma used to say, 'Life is like a final exam. It's hard.' "
 

 "Yes, Forest, I know. But this test is only three questions. Here they are.
 

1) Which two days of the week begin with the letter 'T'?
 

2) How many seconds are in a year?
 

3) What is God's first name?"
 

"Well, sir," said Forest, "The first one is easy. Which two days of the week begin with the letter 'T'? Today and Tomorrow."
 

St. Peter looked surprised and said, "Well, that wasn't the answer I was looking for, but you have a point. I give you credit for that answer."
 

"The next question," said Forest, "How many seconds are in a year? Twelve."
 

"Twelve?" said St. Peter, surprised and confused.
 

"Yes, sir. January 2nd, February 2nd, March 2nd …"
 

St. Peter interrupted him. "I see what you mean. I'll have to give you credit for that one, too."
 

 "And the last question," said Forest, "What is God's first name? It's Andy."
 

 "Andy?" said St. Peter, in shock. "How did you come up with 'Andy'?"
  

"I learned it in church. We used to sing about it." Forest broke into song, "Andy walks with me, Andy talks with me, Andy tells me I am His own."
 

St. Peter opened the gate to heaven and said, "Run, Forest, Run!"