Issue: The wording you use to explain your decisions, and the organization's decisions, affect your credibility.
Risk: Vague or nonexistent explanations of your actions damage your reputation among employees.
Action: Discuss your motives and intentions, and those of the organization, openly, using the examples below.
If people around you have been questioning your decisions lately, and the decisions somebody else has made but you're stuck announcing, ask yourself this: "Have I taken the time to explain the thinking behind these decisions?"
Using so-called "visible" thinking is your best chance to build people's trust in you.
The reason: People see ambiguity as concealing hidden motives, so the closer to the vest you keep your thoughts and decisions, the less likely you are to engender trust.
By discussing the motives and intentions behind the decision openly, you increase your chances of developing buy-in, and you reduce the opportunities for others to sabotage your efforts ... and damage your career development.
Advice: Learn how to explain your thinking. Use these kinds of statements to determine what you want to say and how
to say it:
- "Here's what I know about the situation ..."
- "This is the reasoning behind this decision ..."
- "Here are the data to support this idea ..."
- "These are my assumptions ..."
- "Here's the logic I used to arrive at this recommendation ..."
- "These were the deciding factors ..."
- "Here are some other options we considered and why we didn't choose them ..."
- "Here's what I think will happen if we go this way (or if we don't) ..."
- "Here's how I think this decision will affect the organization ..."
- "This is why I think it's the best way to go ..."
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