Getting Decisions
Communication is hard, the universe is stressful, and we seek answers…
Whether acting as producer, project manager, product manager, team member, or chief cook and bottle washer, I often find myself in the position of needing information and decisions from others. My experience has shown me that clear, concise communication is not most folks’ forte. So here are a couple of techniques I use to keep things moving forward.
“Would you like” vs. “I suggest”
When writing an email to get a decision, I often find that the first draft comes out sounding like this:
Would you like the application to use “username” or “email address” as the identifier?
This approach sidelines my own opinions and experience and requests the correspondent to venture an opinion in an area they may not be focused on or contextually suited for. Typically I end up rewriting this to:
I recommend we use “email address” as the user identifier. It’s something that people never forget. Alternatively, we can ask them to supply a “username” if you would prefer.
This gives me the opportunity to guide the selection and make the reason for my choice clear, and it makes it easier for them to respond with a simple “yes.”
The Assumptive Close
If you haven’t had the chance to be a salesperson (in any capacity) you may not be familiar with the “Assumptive Close.” This little bit of verbal jiu jitsu occurs when you act as if the other party has already decided on the choice that you recommend/prefer.
This comes in handy when there is a go/no-go decision on the line.
Focus your language and questions on the step in the process that lies beyond the current decision point, and act as if that decision is a foregone conclusion. This takes the pressure of committing to a choice off the other person and can get the project moving forward. Be careful only to use this power for good, because with power comes responsibility.
Choices vs. The Power of Regret
Our society and culture have taught us that we have freedom of choice. While this is often a great thing , it can lead to indecision through FOMO (Fear of Missing Out).
Don’t overwhelm your constituents with a large number of options. This often looks/feels good in principle, showing off how capable or flexible you can be. But the consequences are likely to be slower decision-making and regret (buyer’s remorse).
Keep lists of choices/options to three or less (when possible), and make a strong recommendation for the choice that you feel delivers the best results. Clients pay for your opinion, and in most cases you have more experience and expertise.
Friendly Facilitation
I believe that we all work better when we come from an attitude of service. Try to provide coworkers, clients, and associates with the things they need so they can accomplish their goals. To do this requires a realistic understanding of those goals and requirements. Keep in mind that, in order to achieve any goal of any project, there has to be a delivery. And delivery depends on getting decisions made. Help everyone keep that in mind, and concierge your way to success.
