Best selling author, Rodger Dean Duncan, just published his new book LeaderSHOP: Workplace, Career, and Life Advice From Today’s Top Thought Leaders.
Early in his career Rodger served as advisor to cabinet officers in two White House administrations and headed global communications at Campbell Soup Company. He has coached senior leaders in dozens of Fortune 500 companies.
I’m excited to have him stop by the blog to share his thoughts on leadership.
“Unintended consequences” is the term for outcomes that are not the ones foreseen by a purposeful act.
When a manager consistently gives tough assignments to a worker who’s proven himself to be reliable, the go-to employee may begin to feel “penalized” by the additional load while the less reliable workers get a free ride. What was intended as a compliment and vote of confidence turns out to be an unwelcome burden.
In medicine, unintended consequences are called “side effects.” Have you listened carefully to television commercials for drugs? The list of side effects is often longer than the narrative promoting the medicine. Why would we be warned that a product purported to relieve a simple ailment may also produce paralysis, high blood pressure, thinning hair, skin rash, weight gain, blurred vision or even thoughts of suicide? Because the lawyers said so.
The old caution of “don’t operate heavy equipment while taking this medicine” seems to have morphed into “this pill will help your headache, but it also might kill you.” Caveat emptor indeed.
The fine print on an over-the-counter pain remedy I bought said it caused “irritability” in one in 10,000 users. It turns out that the first day I took one of those pills I was “irritable.” (I’m relying here on the assessment of an independent observer: my wife.) Irritable or not, I felt special. At that ratio there are fewer than 32,000 of us in the entire United States. We could rent Madison Square Garden and throw a party. The capacity of Madison Square Garden is only 18,200. But I’m confident a lot of us (at least those still taking the pain remedy) would be too grouchy to attend anyway.
I should be embarrassed to admit it, but sometimes I don’t bother reading the list of possible side effects. This behavior is risky, much the same as failing to read the terms and conditions on a contract before checking the box claiming to have read the terms and conditions.
As Isaac Newton observed, “for every action there is an equal and opposite reaction.” In business, as in the rest of life, most every action we take has the potential for consequences we didn’t anticipate. Some of those consequences may be serendipitous, like the “accidental” invention of the Post-It® Note by the guy at 3M Company who brewed up a batch of sticky-but-not-too-sticky adhesive. And some consequences are unpleasant, like a profit-based bonus system that inadvertently motivates people to trim spending on maintenance and safety issues.
Is there an absolutely foolproof way to make decisions? No. But there are some common sense guidelines that can help:
- Decide what to decide.Many decisions can and should be delegated to others. Not only does that give them the practice, but it enables you to devote attention to those decisions that legitimately require your laser focus.
- Be collaboratively independent.Confer with subject-matter experts, but avoid getting mired in decision-by-committee. Solicit the views of credible sources, but be prepared to own your own decision.
- Avoid information bloat.Tom Hanks’ character in “You’ve Got Mail” said it well: “The whole purpose of places like Starbucks is for people with no decision-making ability whatsoever to make six decisions just to buy one cup of coffee. Short, tall, light, dark, caf, decaf, low-fat, non-fat, etc.” Information overload can lead to analysis paralysis, which can lead to fuzzy thinking, which can lead to faulty decisions. Keep it simple.
- Define your desired outcome.As we learned in Alice in Wonderland, “if you don’t know where you’re going, any road’ll get you there.” To the extent possible, clarify what your desired result would “look like.” Establish a handful of SMART goals (Specific, Measurable, Attainable, Relevant, Time-bound).
- Beware getting stuck in the thick of thin things. Most of the hundreds of decisions and choices we make each day are relatively inconsequential—which dental floss to buy, or which salad dressing to order. Save your decision-making energy for the issues that really matter.
- Don’t expect perfection.Gather the best information available. Weigh the pros and cons of your options. Then decide. You’re unlikely to have all the answers, or even all the questions. And you can’t anticipate every possible consequence. Just be ready to build your wings on the way down.
Again, most decisions come with no guarantees. But remember this uncomfortable reality: failing to make a decision is, in itself, a decision. With consequences.