I get so excited when people realise the importance of having a clear understanding of the who, what, where, when and why of decisions of significance.

Last week I was in a meeting with a CEO and CRO where the CEO was explaining how he was mapping out how a new strategic initiative would impact just about every part of the business. I asked if a process map had been developed for the initiative. The reply was “No, I’m mapping it out in an email for the Board”.

I quickly went on to explain that research shows that getting a mental model of how decisions are made, and by whom, what, where, when and why in relation to an existing team process – let alone a new initiative – improves team performance. You create clarity for faster, better decision making within an understanding of the organisation’s appetite for risk.

This triggered a conversation that included their own observations of one of the outcomes of not having such clarity for one of their committees. No decision. When the committee decides to sit on a decision as they don’t feel comfortable making the decision just yet.

If you experience this in your organisation, you probably should grab a copy of my book Team Think: How Teams Make Great Decisions.

Did this resonate with you? I’d love to hear your thoughts.