Page 245 - Fearless Leadership

232 FEARLESS LEADERSHIP

require group consensus and should include everyone to ensure buy-in.
This is another area in which we operate backward. What these leaders
are missing is that consensus building is the least effective method for mov-
ing a team or organization forward. The question is not one of inclusion;
ultimately everyone needs to be included. The question is “Do you have
the courage to take a bold stand and make a Type 1 decision to move your
team or organization in a new direction?”
For example, establishing clear expectations for leadership behavior is
a Type 1 decision. Of course, group buy-in is essential; however, the first
step is for the leader to firmly declare his or her stand. Obtaining full align-
ment and support from others is the second step. Without a fearless leader
who is willing to take a bold stand and make a Type 1 decision, teams and
organizations flounder and stagnate as they become bogged down in try-
ing to achieve the impossible: consensus.
The automatic pull of tolerating “good enough” will always result in a
vocal faction arguing for maintaining the status quo or incremental
improvements. When you make a Type 1 decision, you are saying that
this is something you passionately believe in and you are asking others to
partner with you. Your Type 1 decision turns your stand into action and
makes your commitment entrenched and public so the alignment process
can begin.
Consider when you have had a strong preference but did not declare
a Type 1 decision. Perhaps you field-tested your idea with a group and
waited to hear their reaction before making your decision. Or you made
your decision, but doled it out in pieces to test the reaction and achieve
buy-in one piece at a time. Chances are your behavior frustrated others.
They did not know where you stood and were left to fill in the blanks.
Some leaders believe that a Type 1 decision will result in the group
always expecting the leader to make decisions. This does not occur unless
the leader arbitrarily makes Type 1 decisions. If used as a command and
control tactic, they are ineffective. Appropriate Type 1 decisions are highly
effective and allow you to bring urgency to a key area of the business.
The lack of Type 1 decisions is as problematic as making too many Type
1 decisions. If you are unwilling to take a stand and declare a Type 1 deci-
sion, you will lose credibility and support. Leaders who are indecisive or
rely too heavily on consensus, stifle what teams and organizations can
accomplish.