Trust - C-Link Consulting

Are you good at decision-making?

Nick Welham — Thu, 13 Dec 2018 20:47:37 +0000

Are you good at decision-making?

Effective decision-making is a key ability for any leader, as it determines the ROI of any project and ultimately whether the firm is successful. Most of us assume that we make good decisions, but extensive research has shown that this is not true. Do you know which techniques can maximize your success, or should you concerned about losing out on valuable opportunities?

Only

of decisions succeed in the short term

After 2 years this drops down to

Your approach is the key to success

You can have the best idea in the world, but if it never gets implemented, how valuable is it? Research on decision-making techniques show that how you go about the process will determine if you get both a wide range of quality options and something your team is excited about working on.

Certain decision-making techniques can increase the success rate to more than 90%, yet only 7% of managers know or use them.

Success

What would this do to your net profit margin, if you knew these techniques?

SMB average net profit margin

Using effective decision making techniques*

How to be engaging and effective

Get little or no input from their team

38% of managers get little or no input on their decisions and this can make their team feel ignored and unappreciated. Moreover, it has been shown to get the worst results during implementation, resulting in frustrating projects which take too long, or never get completed. We can help create an environment where everyone feels engaged, but you remain in control and get the results you want.

When looking for a solution, 79% of managers look at one option, which almost halved the chances of an effective implementation. If you are frustrated with endless issues causing embarrassing delays to your projects, we can help you uncover potential costly issues.

Look at only one option

Real results

We helped a client stage a 'strategic intervention' which had a dramatic effect on their net profit margin. The techniques changed the team perception from threat to opportunity and created an open trusting environment where they felt safe and confident to consider all options.

Two major projects were launched from this change which had a major impact on their profitability. The first gave them an annual boost of around $150,000 and the second an annual increase of $200,000.

days consulting

months to implement

Post intervention profit margin increase

We can make difficult decisions easier

If you want a more enthusiastic and engaged team, which provides high quality ideas and solutions, then call now. Your success and wealth depends on you making effective decisions and we can help you feel certain that you are making the most from every opportunity.

Success

Don't miss out on success, call us on (248) 781-0150.

A simple call might be the best decision you'll make.

*This is an extrapolation based on the research figures for the success and failure of average decision-making returns vs. those made with the best techniques. The effect cannot be assumed for every business and every problem.

The post Are you good at decision-making? first appeared on C-Link Consulting.

Stop Complaining About Your Colleagues Behind Their Backs

Nick Welham — Mon, 15 Oct 2018 12:52:04 +0000

HBR posted an interesting article about how a “confirmation expedition” affects the reputation of those who gossip more than their targets. I think that the third strategy for not engaging in this behavior (towards the end of the article) should have been: “Make it a personal policy to talk to the person you have a misunderstanding with, so you can appreciate their issues and explain the effects of their actions”. While you can ask others to come to you, actions speak louder than words. Anyone (and especially leaders) who can resolve issues in a non-contentious manner will boost their reputations as trustworthy problem solvers.

To see the article at HBR.org

The post Stop Complaining About Your Colleagues Behind Their Backs first appeared on C-Link Consulting.

Is it possible to be a manager and a coach?

Nick Welham — Mon, 27 Aug 2018 20:30:38 +0000

Do you know how time pressure often results in leaders telling employees what to do without looking for input? When you are overwhelmed, it’s hard to take a moment, go beyond what you want done, and ask for feedback. Pressure closes us off from our creative side, which allows us to consider alternatives. It also reduces our listening skills and empathy.

If leaders go beyond communicating the task, relay their reasoning, and ask for input, then there are some very positive effects for employees and their organization:

1. They become engaged and motivated to find and implement a solution

2. They are provided with a full understanding of the problem domain, which should allow them to adapt to changes in circumstances rather than asking you questions. They don’t necessarily know what you know, and this investment can save you time in the long run

3. They can add information to the problem domain. Their perspective is a valuable insight from the person doing the work and they can provide feedback on customer reactions, system issues etc.

As this HBR article below says, this requires a safe environment with trust on both sides. A litmus test of this would be if one of your team asked you “why” they had to do something, would discomfort be felt on either side? Would you feel challenged, or think “good question, let’s talk about it”?

To talk more about these issues, send me a message on LinkedIn or email me at nick.welham@c-link.consulting

The post Is it possible to be a manager and a coach? first appeared on C-Link Consulting.

What happened to my great idea?

Nick Welham — Tue, 12 Jun 2018 14:30:39 +0000

I have a great idea!

Sometimes we have a great idea and cannot wait to share it with our team! You present it with enthusiasm and it is well received by the team, but the implementation takes forever, or doesn’t occur. What happened?

You were excited, and your first instinct was to sell the team on your idea, so they recognize the value in your proposition and embrace it like you did. Unfortunately, it is unlikely that anyone will be as enthusiastic and invested as you are, as they were not engaged in the creation.

SO what happened?

Your team quickly realized “which way the wind was blowing” and likely did not bring up crucial implementation issues or take the time to consult with key members of their teams. You vouched for the idea, so no real fact finding was done to support or refute the proposition. Unintentionally, you have directed the team while showing little interest in their opinion, or even worse, it could be seen by them as an authoritarian act. Either way, it may well cost you social capital and reduce your team’s trust.

Are you listening?

As leaders, we all like to believe that we are open to feedback, but it’s very difficult to provide a peer with honest objective feedback, never mind your boss. The very fact that you presented it with enthusiasm was read by your team as your emotional attachment to the idea. It would take a very strong and skilled subordinate to dissuade you from seeing it through.

Getting it right

It IS possible to bring good ideas to your team, to have them accepted and implemented. The key part of the process is to consider what business issues the elements of your idea were trying to satisfy and to take this to the team, so they can form their own ideas.

To learn how to present great ideas and remove the emotional baggage from the decision-making process, contact C-Link Consulting at (248) 781-0150, email info@c-link.consulting, or fill out the form below. We can show you how to use that great idea to stimulate a broader, healthy discussion, which will result in your team being both personally invested in the process and committed to the implementation.

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