Some people hate to make decisions. When asked to decide
something, they may:
1.
Ask for more information, delaying the need to
decide.
2.
Insist that the decision be endorsed by others,
sharing the blame.
3.
Say that they’ll take it up with higher management,
delegating upward.
4.
Say they’ll think about it, meaning it will be
ignored as long as possible.
One boss I knew specialized in excuse number 1. No matter
how much information we provided, Kenny could always think of something else to
ask for. Most of my colleagues just decided and acted, operating on the
well-known “Don’t Tell” principle that it’s easier to beg forgiveness than to
ask permission. That made Kenny happy, since if something went wrong he simply
claimed ignorance and the blame slid over him and on to us. It worked but let
him off the hook.
My friend Mary refused to play that game. Instead, she would
charge into Kenny’s office and say, “Unless you order me not to, I’m going to
…” followed by the action she wanted to take. Kenny would grow pink with
frustration. Telling her to not do something was a decision, and it was to be
avoided. It might also make her mad and Kenny was afraid of Mary. Even nodding
and allowing her to go ahead was a decision he didn’t want to make, but it was
the path of least resistance, so he nearly always took it. But he couldn’t
claim ignorance.
It was a great method, but Mary gave it up and returned to
the Don’t Tell approach. She said, “Kenny suffers too much. I don’t mind taking
the heat for my decisions and I don’t want him to have a heart attack.”
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