Being human while making inhuman business decisions

Today's executives are asked to make tough decisions on their people at an increasingly alarming frequency. This is a reflection of business considerations, performance issues, efficiency diktats etc.

The world sees the executives making these decisions as 'perpetrators' and does not take their decisions lightly. Adding to the fire is the executive's own conscience, which gives them a harsh judgement on their decision. If this was not enough, the mind creates its madness over "Who are you if you do this?"

If someone were to do this and get through to the other side without damage, they need to have strong resilience mechanisms in place.

This can't be built Just-in-time (JIT). This needs to be built before there is a need for them.

If you are already on the runway, this is where to get started:

1. Own the decision

It's fair to fight for your teams and what you believe in.

However once the decision is made, whether you are a willing decision maker or a half-hearted participant, own the decision that is being made.

Resistance creates more suffering and it shows in your actions. It's not easy, but it is the need of the hour.

Process the decision, it's impact on you and others. Feel the pain (First arrow). Let go of the suffering (Second arrow).

2. Communicate as a human being

Every human likes to be treated like one.

So instead of hiding behind emails and text messages to avoid the discomfort of facing emotions, do the human thing - show up to the people who are impacted.

Your communication does not need the euphemism of "business reasons".

Neither do you need to hide behind a label. Be as real as possible.

Communicate in the most succinct & considerate way the tough decision that has to be made. Transparency is they key.

3. Proactively create your support system before you need one

Bottling your emotions and crushing your needs will only make you mentally sick when you are executing a tough decision.

Seek out help from professionals: coach, therapists to be able to share confidentially and get you through this transition.

Even before you reach here, build your own board of directors (Mentors, Coaches, Advisors) who can hear you, see you and yet offer a different perspective.

The burden of a moral responsibility is high and it makes better sense to seek help rather than getting overwhelmed later.

Acknowledging your value conflicts with your organisation is critical for your mental health and productivity.

4. Remember your purpose

Acknowledge the "Why" behind the "What". Accept and let go of things that weigh you down from a tough decision.

Take some time to reflect on yours, check your alignment and upgrade.

Sometimes through the execution of "Why", it may take a different form and that's ok.

5. Notice the impermanence

The decisions that you make impact people and you. But they are not permanent.

This too shall pass.

Holding yourself accountable to "permanent damage" is a fallacy.

While owning is important, more important is to see through what is that you are really "owning"?

Reflections when you make in-human decisions:

1. What is the larger purpose?

2. What is the tradeoff you are making?

3. What is the pain? What is the suffering?

4. What support do you need?

5. What support the people you are impacting need?

6. What can you do for a smooth transition?

7. How would you hold off judgements based on this one action?

8. What are the value conflicts? How are you going to deal with them long term?

   
   

What helps you make tough decisions?

#coaching #executivecoaching #toughdecisions #layoffs