Leadership Move #25: Consider the Opposite Side of the Same Coin

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Decisions are like coins in that each decision has two immediate implications:

  1. What the decision allows or enables
  2. What the decision prevents or precludes

In other words, every ‘yes’ to one thing means a ‘no’ to something else.

So, when asked to make a decision – or to weigh in on an issue – consider BOTH sides of the coin, not just the one.

Some Examples

  • Data
    • Don’t just consider what data exists…
    • Consider what data is missing, as well.
  • Contracts
    • Don’t just read a contract for what it specifically says…
    • Read it for what it specifically omits, as well.
  • Approval Requests
    • Don’t just consider the implications of your approving something…
    • Consider the implications of your rejecting it, as well.
  • Momentum
    • Don’t just think in terms of what will move an initiative forward…
    • Think about what will prevent it from sliding backwards, as well.
  • People Management
    • Don’t just focus on what motivates people…
    • Consider how you may be inadvertently demotivating them, as well.
  • Matters Deserving Your Attention
    • Don’t just attend to problems…
    • Run with whatever opportunities present themselves to you, as well.
  • Teamwork
    • Don’t just consider what will make a team more engaged…
    • Consider what will make them more productive, as well…
  • Delegation
    • Don’t just delegate to your star players…
    • Delegate to your entire staff, as well.
  • Procedural Updates
    • Don’t just challenge procedures that you don’t like…
    • Challenge ones that your staff doesn’t like, as well.
  • Crises du Jou
    • Don’t just respond to what’s urgent…
    • Respond to what’s important, as well.

Get the picture?

One More Opposite-Side Benefit

Broadening how you make decisions and adjudicate issues, in this way, will not only improve the quality of YOUR decision-making, it will improve the decision-making of your staff, as well, as they notice, and emulate what you’re modeling for them.

And it’s exactly that type of leverage (1+1>2) that makes these Leadership Moves as powerful as they are.

Try them and see.

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