Giving oxygen – when the decision is yours, and yours alone

Giving oxygen – when the decision is yours, and yours alone

I was at the tail end of my group on our final leg to the summit of Mt. Kilimanjaro and I finally understood the Swahili term “pole pole” – “slowly slowly.” I had never moved so slowly in my entire life, the proverbial tortoise a speed demon compared to my pace. As my friend Nigel passed me on his way down, Israel our CEO took the oxygen tank from Freddy, Nigel’s guide, and asked me if he could put it in my backpack. I wanted to tell him exactly where I wanted that oxygen, feeling the full effect of 50% less oxygen at this level than at sea level. But I could barely grunt. Since Israel seemed oblivious to my silent pleas, I continued to trudge to Uhuru Peak, oxygen in my backpack and foremost on my mind.

The joy of summiting presaged the reality that I still had another 3 hours to descend to Base Camp. In our briefing earlier that evening, Israel had been clear to us that being given oxygen would set in train a series of events – it would be the end of our summit; wherever we were, we would have to descend, and descend quickly. Deciding if and when to stop someone’s summit is a serious, heavy decision, a duet between helping that person achieve a dream and saving their life. I was hoping that since I had summited, Israel would allow me to have that oxygen, but I dared not ask.

There’s a fine line for leaders in making decisions. Brent Gleeson, a Forbes Magazine contributor, identifies 4 approaches:

1. Collaborative – where you engage the team to make a joint decision;
2. Consultative – where you ask for input, but you make the final decision;
3. Command – you make the decision on your own, without consulting your team;
4. Convenience – complete delegation of the decision to someone else.

A truly effective leader would know that each of these 4 approaches has their benefits if used in the appropriate situation. Such a leader has to know and be clear to all which decisions can be collaborative, consultative or convenient and which decisions are ONLY his or hers to make. Israel took the command approach: he made it very clear, stated in simple, unambiguous English with a firm stare to anchor the full stop, that oxygen was not my decision to make – it was his.

As you lead your team, perhaps trying to be a more inclusive leader, remember that there are some decisions that only you can and should make. Be very clear on these – what they are, why you are the one person to decide and the implications and consequences of that decision. And state this very clearly to your team so that they know and understand. No need to fumble and mince words. Leadership is about making tough decisions. “The decision to administer oxygen is mine. I decide. Not you.”

Perhaps, had he been as clear as Israel was about his approach to making decisions, David Cameron, soon to be former Prime Minister of the United Kingdom, might have made a different decision about the BREXIT referendum.

TAKE ONE ACTION

Review the most recent major decision you made. Which of the 4 approaches did you use? In hindsight, was it the best one?

INTERESTING LINKS

It’s hot here in Toronto, and summer is finally here. My blog 3 years ago reminds you what “vacation” means and why it’s so important. Read – and call your travel agent!
– click to view article

Here’s the Forbes article by Brent Gleeson where he identifies 4 ways for leaders to make decisions
– click to view article

This is what happens when you focus on team members’ strengths, even if those strengths are not on the job description. Kudos to Chris, the manager, for his innovative and loving approach to this very special team member.
– click to view article