Page 247 - Fearless Leadership

234 FEARLESS LEADERSHIP

leaders listen to group input, and if group sentiments line up with the
leader’s preference, the leader lets the group think that they are making
the decision. But if the discussion reveals that the group does not agree,
the leader uses a backdoor escape and says, “I’ll take your input under con-
sideration and get back to you later.” This, of course, is not fearless lead-
ership and defeats the purpose of being transparent and straightforward.
People will be justifiably upset and exasperated with you because you were
not direct and honest from the start.
When you declare that you are making a Type 2 decision, it opens up
a dialogue for people to explore, debate, and question different
approaches. If it is a legitimate Type 2 decision, you have not made up
your mind and you are genuinely listening to group input and feedback.
For this open forum to be effective, you must listen without judging or
reacting. Then, after everyone feels that they have fully expressed, you
can make your decision on the spot or reflect on their input and make
your decision later. However, once you make your final decision, you
must still include the group in an alignment conversation for buy-in. At
this point, the conversation is the same as a Type 1 discussion. The deci-
sion has been made and now everyone needs to understand what drove
you to make this decision, why you are passionate about it, and how they
can support it as if they authored it themselves. This process is what makes
your decision stick.
As with all decision types, inform the group prior to the discussion
that this is a Type 2 decision. Then take accountability for making sure
everyone has an opportunity to fully communicate and express his or her
viewpoint.

Type 3: A Decision to Be Made by the Group, with the Leader Being
an Equal and Participating Member. In a Type 3 decision, a leader is
asking the team to make the decision and agrees to suspend his or her veto
power. The leader engages as an equal team member and agrees to
support the group decision even if it does not match his or her personal
preference.
Be careful about Type 3 decisions: they can get you in trouble unless
you are prepared to go the distance. Ron, an executive in a service com-
pany, told his group that he wanted a Type 3 decision about whether to
move forward on a new product in the next quarter. He told the group that