Don’t go around blaming the CEO

“If only they’d give me the authority to make more decisions...”

When I heard an executive complaining about his CEO not giving him nearly unlimited decision-making authority, I thought to myself, “That’s an entirely unrealistic request.” He was expecting a level of decision-making authority that’s not commiserate with his role. Already having quite extensive authority, he was arguing that if he had broader freedom he would make faster decisions.

Perhaps they would be faster, but would they be better? You could feel the tension building in the room when the CEO jumped in and made two comments that every leader needs to be conscious of: “I don’t even have the decision-making freedom that you’re asking for.”

His authority is limited by the board, just as it is it should be. The simple reason for this is that decisions need to be understood in the context of the responsibility of the role and related risk possibility.

Because you have a limited and specific focus of attention that acts as a filter when making decisions, there is a misunderstood relationship between role responsibility and related risk possibility. Typically, leaders think about decisions from their vantage point.

For example, because finance makes decisions from its departmental field of vision they see the business through the financial lens. The same is true across all functions, departments and teams. You make decisions based upon the way you see the business.

On the other hand, the CEO makes decisions on behalf of the whole business... not a function. His broader field of vision means he’s more inclusive while deciding.

It’s very tempting and even natural for you to approach decisions from your area of responsibility, based upon what you know and the way you see the business. When considering the broader organisation and affected parties, the choices that seemed right to you may actually prove to be the wrong decision. When the impact extends beyond your periphery, then you need to consider the wider impact.

The level of decision-making latitude should be connected to the positional field of vision. You should be free to make contained decisions for your area of responsibility. But when they affect other areas, you should be understanding as to why the decision-making is beyond your control.

Acknowledging that at times he makes slower decisions than his team wanted, his second comment was, “If you want faster decision-making, bring me decisions that are ready to be made.”

There is more than one way to speed up the decision-making process. Instead of complaining about what’s outside of your authority level, take responsibility for getting decisions made by the authorised person.

Many times senior managers rush to their boss expecting him to decide right here and now. What the managers don’t realise is that the boss can’t decide when you bring incomplete ideas and limited information.

The CEO’s point was, “I can’t decide based upon what you’re giving me.” You haven’t prepared adequately enough for this decision to be made.

I failed to do this recently and it stung me deeply. I was in a conversation with one of our clients about a project we had just completed, effectively turning an idea into an actionable concept as we were contracted to.

Then without preparing thoroughly and setting up the decision to be made, I said, “We’d really like to work with you on the next phase also.”

And I was shot down immediately. Why? Because I didn’t prepare in a way to make this CEO say, “Yes!”

Often, requests and ideas aren’t fully thought through nor do they consider the broader impact of the decision. This point supports why decision-making freedom should be contained. If what you present to the CEO is inadequate for him to be in a position to decide, then it proves the decision isn’t ready for you to make either.

Think through what your boss needs, from his vantage point, to be able to make the decision that you need made. Then prepare with the same intensity you would if you were asking a private equity firm to invest. The secret to this point is to understand what it’ll take for the decider to say “Yes!”

Don’t be the reason that your boss delays or says no. Put in front of him or any other decision-maker a decision that is ready to be made, one he can say “Yes!” to.

The writer is a CEO coach and author of “Leadership Dubai Style”. Contact him at tsw@tommyweir.com