Think, don’t react
Overreacting to a situation can turn your staff into roadkill.
By Fred Koury
April 2007
Each day, we arrive at work with the primary purpose of getting things done. If you are like many
CEOs, one way you find satisfaction is to feel like you are accomplishing the items on your agenda.
Unfortunately, sometimes when we are completing
our agenda, there is not a lot of room for people who
get in our way and they end up becoming roadkill.
They tried to tell you what you were doing wasn’t the
best choice, but you ran right over them and probably made a mess of things, to boot. You want your
people to challenge you, but you didn’t listen to them
in your haste to get something done.
In short, you overreacted and possibly did some
real damage with an ill-advised decision.
The next time you find yourself tempted to react
quickly, consider the following.
- Make sure you get all the facts. Reacting on
emotion instead of basing decisions on facts can cost
you your credibility with your staff. Unless
you want to be their main topic of conversation, take a deep breath and step back.
- Give your people the benefit of
the doubt. Sometimes we see others
making decisions that may not be the
ones we would make, but doing things
differently leads to innovation and
helps your staff take ownership of
projects.
- Be even-tempered. It is your
responsibility as the leader of the business to set the tone for others around
you. Be the voice of reason. If you react
on emotion, you set the tone for others to
do the same.
Leading a business can be like being on an
emotional roller coaster. No matter how much
you try, eventually you will find yourself over-reacting to a situation, usually out of haste. But
in the long run, haste costs you twice as much
time because you often have to start over.
When you realize you’ve overreacted, the best
thing to do is back up and do what you should have
done in the first place: Calm down, then start gathering all the facts. Carefully listen to the opinions
of your staff members and reassess your decision.
If your original decision was wrong, admit
that and make it right. Even if your original decision proves to be right, take the time to explain
your reasoning to your staff and assure them that
their opinions are always wanted.
Doing so will help your credibility and set a solid
example for everyone.
FRED KOURY is president and CEO of Smart Business Network Inc. Reach
him with your comments at fkoury@sbnonline.com or (800) 988-4726.
