There seems to be two types of people: those who crave information and those who rely on intuition and ‘feel’ for situations. Which one are you? And, which one is your boss?
When it comes to making decisions neither approach is exclusively effective. Sure, there are plenty of examples of data crunching that reliably predicted outcomes and cases where a leader’s gut instinct was right on the money even though little evidence supported the decision. However, the best and most consistent decision-making requires a blend of both styles.
My Gut Check
I used to rely only on my gut. My intuition was strong enough to guide my decision-making in most situations. And when others questioned my approach I simply told them “Trust me, I know what I’m doing.” Eventually, as the stakes got higher and decisions impacted more people, that response wasn’t enough no matter how much people trusted me.
More Than a Matter of Trust
The people you lead and manage must trust you and your decision-making ability. If you can clearly demonstrate that you are looking out for their best interests and they can realize the ‘what’s in it for me’ part, you’ll be fine. Even if they don’t agree with your decision, you can remain credible and trustworthy if you communicate clearly and connect your decision to the bigger picture. This is true whether your style is data-driven or highly intuitive.
The challenge most often comes from above… your boss, your boss’ boss, the president, etc. These people do not have the same working relationship as those you lead and manage, so they will not inherently understand your decision-making style. This is why it is critical to utilize both styles for decisions that will impact others outside your department.
An Example
Let’s say you are proposing your budget plan to your direct report. You’ve known that in order for your program to maximize its potential, the two head coach positions that are currently part time must be elevated to full time status. Seems logical and straightforward for athletics department staff to understand. But for your direct report, or the president, or the CFO who makes final budget decisions, your request simply comes as ‘more money.’
In tight budget climates ‘more money’ requests all start to sound the same. And the simple answer coming back is usually ‘no’ unless you can articulate your need in a way to speaks to the ultimate decision-maker’s style.
Data-driven types will want to see comparative benchmark data from peer institutions showing the disparity. The strategy is to show how your program is ‘behind’ other institutions.
Intuitive types will be more focused on the outcomes of this new investment. The strategy here is to demonstrate the impact on student-athletes (i.e., mentorship, learning, teaching, etc.).
You, as the leader/manager must utilize both approaches when preparing to make decisions on your department priorities, and especially when proposing your changes to those outside of your department.
Lessons
- Other people do not operate with your same insight, intuition or ‘feel’. Learn their styles to become more effective.
- Data is your insurance policy, marketing brochure or case for support. Use it to complement your intuitive, gut-level decisions.
- Managing ‘up’ requires being in tune with superiors’ styles. Give them requests or your rationale in a way that makes sense.
- Context matters. Help people understand your decisions in their own terms.
- Never let data override instinct, but have enough data to validate your instinct.
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