Communicating the Decision

To communicate a decision effectively, you need to take the right approach and make sure you include all the right information in your messages about the decision.

Many managers overlook one of the most important steps in the decision-making process: communicating the decision to everyone who was involved in it and who will be affected by it. To communicate a decision effectively, you need to take the right approach and make sure you include all the right information in your messages about the decision.

Once your group has made a final choice, some members will have to give up their preferred solution. The fairness of the decision-making process as perceived by the participants and others will determine their willingness to support the final outcome. In communicating the decision and getting buy-in for its implementation, keep in mind the following principles:

Consideration and voice. Participants who are encouraged to question and debate each other’s ideas are more likely to believe that the leader listened to their viewpoints and gave them serious consideration. This is especially true if you, the leader, have demonstrated attentiveness through your actions—for example, by taking notes and playing back or paraphrasing what was said to show that you were actively listening. Even if some participant’s viewpoints did not prevail, knowing that you took them seriously will end credibility to the process.

Explanation. You need to explain the thinking behind the final decision. It’s important to be clear about why you and your group made this choice, as opposed to a different one. Explaining the reasons for the decision builds trust in your intentions and confidence that the final choice was made for the benefit of the company as a whole.

Expectation. Once the decision has been made, everyone affected by the decision needs to understand the new rules of the game. Spell out new responsibilities as well as performance measures and penalties for failure to follow the decision. When people clearly understand what’s expected of them after a decision has been made, they can focus on what they need to do to support the decision.

The people you notify will include everyone who is responsible for implementing the decision as well as anyone who will be affected by it. Your list might also include other key stakeholders: members of your unit who were not part of the decision-making groups, senior management, department supervisors, external constituents, and even customers if they will see a change in the way your company does business with them as a result of the decision.

ACTION POINT: Communicate clearly using consideration and voice, explanation and expectation to all who are responsible for a decision and all who are affected by the decision.