CEO Coaching: Coronavirus Aids Decision-Making
OK, the virus itself doesn’t improve decision-making, but many of my clients and other CEOs I talk to say they’re making quicker and better decisions in “stay at home” mode. Why? Below are my observations. Incorporate them into your DNA, or you’ll slide back into mediocre decisions in the near future.
BP (before pandemic), there was too little emphasis on efficient communication when discussing and making decisions. Video and audio have limitations, but they tend to reduce bluster. I firmly believe that social interaction among team members is beneficial, but when it comes to analysis and decisions, focused thinking and discussion are better. Takeaway: When (or if) you’re back in a face-to-face environment, allow for shoot-the-shit conversation — preferably in separate events, but delineate it from decision-making meetings.
BP, there were more meeting interruptions or even those that prevented meetings from starting on time. Yes, you now have to shoo the cat or your kids out of your home office (nee bedroom) before a video call, but most start and end roughly on time. Takeaway: With some discipline, you can actually manage your calendar when you’re in the office. I’ve helped talented, but whipsawed, executives tame their workweeks. Punctuality can become standard operating procedure. My son is often late to social events at our house, but when he was a Marine, he was never late for drill. Leave enough open time to deal with the interruptions. A calendar is a terrible thing to waste.
BP, participation (which is a function of your ability to facilitate a meeting) was often unequal. The person with the biggest paycheck or loudest voice got a lot more airtime. I’ve observed that there’s often more uniform participation in video. In other words, the more reticent team member who often has great input can participate, and the loudmouth has his wings clipped a bit. Takeaway: When you’re back in face-to-face meetings, make sure everyone participates and no one dominates. Here’s the East Coast version: “Thanks for your input, Jack — we understood your position 10 minutes ago. I’d like to hear from Jill!”
BP, people often came to meetings without preparation. Rushing from one meeting to another, they hadn’t read the background, which meant they either made bad decisions, or the meeting had to slow down so someone could read everyone in before the real discussion occurred. Remember how you used to hate the long presentations you sat through? Eliminate them! Takeaway: Before you or anyone on your team schedules a meeting, consider what background information (focus on facts) the participants should have (no more than three pages), send it to them and demand that they show up informed. You will have much more productive meetings.
I’m talking about what goes on in your business with these suggestions. However, you also need to focus on building the trust, accountability and commitment outside of the decision-making meetings, or you’ll never reach your true potential as a leader nor have a highly functioning team.
Don’t let a pandemic go to waste. Capture the positive elements of decision-making that I delineated above and make them part of your operating system for good.
coaches CEOs to higher levels of success. He is a former CEO and has led teams as large as 7,000 people. Todd is the author of, Never Kick a Cow Chip On A Hot Day: Real Lessons for Real CEOs and Those Who Want To Be (Morgan James Publishing).