Encouraging Collaborative Decision-Making

Let’s stop romanticizing input. Start professionalizing decisions. Because a team that hears everyone but can’t converge isn’t inclusive but indecisive. I see it all the time: 1. Teams bring bold, diverse perspectives to the table. 2. They brainstorm, debate, expand thinking. 3. But when it's time to choose - silence, hesitation, power grabs, or rushed consensus. The biggest problem I see in companies is that they treat decision-making as a moment, not a discipline. That’s where I focus in my work with leadership teams: Not just on hearing more voices, but on building the muscle of inclusive decision-making as a repeatable process that turns diversity into direction. Here’s how we do it: 1️⃣ Make decision rights explicit.  Who decides? Who contributes? Who needs to know? 2️⃣ Separate idea generation from commitment. Diverge first. Converge second. 3️⃣ Create a decision rhythm. Clear steps, check-ins, and closure points. 4️⃣ Build psychological safety to challenge, not just speak. No point in diverse ideas if no one can question the status quo. Because diverse ideas only create value when a team knows how to decide together. P.S.: Does your team know how to end a conversation with a decision and not just more ideas? —————————— 👋 Hi, I’m Susanna. I help organizations build high-performing, inclusive cultures by turning psychological safety and diversity into business strategy. Let’s work on how your teams & leaders think, feel, and decide - together.

I watched 25 senior leaders make a decision in 12 minutes. No debate. No compromise. No one left unhappy. This was the "Science of Decision Making" session I facilitated at Blend in London over a week ago. The best part? Reading their reflections days later and seeing they got it. Why I do this work. There's another way to collaborate. Another way to make decisions as a group. An operating model beyond never-ending meeting tunnels. 𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝗽𝗮𝗿𝘁𝗶𝗰𝗶𝗽𝗮𝗻𝘁𝘀 𝘀𝗵𝗮𝗿𝗲𝗱: → Only 20% of people talk 80% of the time. You're using just 20% of your most expensive resource. But the real cost isn't the salaries of that silent 80%. It's the opportunity cost. The ideas never considered. The solutions never voiced. The risks no one hears about. → Your quietest people aren't quiet because they lack expertise. They're quiet because the environment hasn't given them space. We played games. We role-played actual meeting scenarios (yes, the kind that feel absurd when acted out but happen in your boardroom every week). We simulated working under pressure. Then we did something most teams never do: we reflected on our own process in real time. I introduced them to one technique from my toolkit - Note & Vote. Simple, but powerful. I use hundreds of tools, techniques, and frameworks when designing and facilitating strategy sessions, complex problem-solving workshops for leadership teams. They all demonstrate core principles: → Working together alone → Visualizing discussions (ideas made tangible, not lost in air) → Sequencing the conversation (diverge first, then converge) → Structuring the chaos (clarity over confusion) 𝗪𝗵𝗮𝘁 𝘁𝗵𝗲𝘆 𝗱𝗶𝘀𝗰𝗼𝘃𝗲𝗿𝗲𝗱: → "How peaceful I felt about the decision, even though I didn't vote for it." → "The efficiency of organized decision-making." → Voting was a leveler → Separating ideas from ego → "I had to check my biases before voting." They all come back to the same truth: collaboration isn't natural. We don't instinctively know how to make good group decisions. We default to whoever talks loudest or ranks highest. When you add structure? When you use facilitation techniques grounded in neuroscience and proven through practice? Smart teams stop getting stuck. Several participants said they'll "never look at meetings the same way again." Not because of one exercise. Because they experienced what happens when you bridge theory and practice. When you give people tools they can use the next day. Not after a 3-year long change program. The next day. If your Tuesday meetings produce nothing but more meetings, it doesn't have to be this way. ♻ Share this if you've sat through one too many pointless meetings. ➡️ Follow me Rujuta Singh for frameworks that turn stuck teams into unstuck ones. Julia Belle Christopher Lauder Angelina Headley

The afternoon was unfolding like any other when an unexpected email pinged into my inbox. It was from one of our senior leaders, sharing a decision-making framework they'd come across on When to Make a Public Comment. "How do we feel about this?" the leader questioned. They attached the Traditional Decision-Making Framework and it painted a problematic picture: 1. Prioritizing reputation and credibility. 2. Reacting based on external pressures. 3. Opting for neutral stands in heated moments. 4. Consulting within a limited bubble, sidelining the most affected. 5. Reinforcing existing power dynamics, sometimes inadvertently. Gathered in our conference room the next day, our team felt a shared conviction to craft something better, something more representative of our values. From our discussions emerged a revised, Inclusive Framework Step 1 - Ethical and Moral Foundation All decisions are steeped in justice, equity, and belonging. Step 2 - Inclusivity Audit Elevating Global Majority voices to the forefront. Step 3 - Power Dynamics Review Actively challenge elements of white supremacy culture, such as defensiveness, binary thinking, or a fear of open conflict. Step 4 - Clarity and Conviction Transparency in values, no more ambivalence. Step 5 - Responsibility Over Credibility Our work is about PEOPLE. People matter more than optics. Step 6 - Proactive Advocacy Leading with unwavering purpose. Step 7 - Feedback and Continuous Learning Feedback is a gift and it's how we get better. Our senior leaders praised the collaborative effort, echoing our belief that this was about raising the BAR—Belonging, Achievement, and Relationships. I share our journey with you today and ask: When presented with traditional non-inclusive frameworks, how does your organization innovate to champion inclusivity? #Leadership #Inclusivity #RaiseTheBAR #antiracism #culture

Another meaningful leadership discussion—this time exploring what it truly means to be a collaborative leader within teams. A senior leader recently shared their transformation challenge with me. They'd spent months perfecting strategy, but minimal time considering how to preserve relationships through change. These are the conversations we're having with leaders: How do you move from directing to truly collaborating? The key insight: teams need to be part of the "how" and "what" once they understand the "why." The patterns we're seeing when organizations get it right: ✅ Honoring institutional knowledge alongside new ideas ✅ Creating cross-functional teams that blend experience with fresh perspectives ✅ Shifting from compliance tracking to celebrating collaborative wins ✅ Building processes where team input shapes outcomes, not just feedback ✅ Engaging teams in both understanding the vision AND designing the execution The potential results leaders are experiencing: 💥 Faster adoption rates when teams co-create solutions 💥 Higher retention of experienced team members, especially women leaders 💥 Cultures where collaboration drives innovation instead of slowing it down The emerging insight is that collaborative leadership focuses on co-creation at every level rather than achieving consensus. Recent research shows, "Greater collaboration should generate shared understanding and increased commitment to plans. It should encourage greater trust in delegating to well-versed commanders in an operation's logic and intent." Beyond Mission Command: Collaborative Leadership | Proceedings - April 2025 Vol. 151/4/1,466 Interestingly, this article highlights the US Marine Corps' shift toward collaborative leadership, advocating for "collaborative command" that engages all commanders from the beginning of planning rather than relying solely on traditional mission command. Even military organizations recognize that complex modern challenges require collective intelligence and shared decision-making. What if transformation success isn't measured by how bold the strategy is, but by how deeply you've engaged the people bringing it to life? Read more: https://lnkd.in/g_qK4gGv #CollaborativeLeadership #ChangeLeadership #OrganizationalTransformation #TeamEngagement #LeadershipDevelopment

Your best decisions? They’re waiting in the room with your team. One of the greatest lessons I’ve learned as a leader is this: the best decisions aren’t made in isolation—they’re made together. When you involve your team in decision-making, you’re doing more than solving problems. You’re: → 𝗧𝗮𝗽𝗽𝗶𝗻𝗴 𝗶𝗻𝘁𝗼 𝗱𝗶𝘃𝗲𝗿𝘀𝗲 𝗽𝗲𝗿𝘀𝗽𝗲𝗰𝘁𝗶𝘃𝗲𝘀: Everyone brings a unique lens, which leads to more creative and well-rounded solutions. → 𝗕𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝘁𝗿𝘂𝘀𝘁 𝗮𝗻𝗱 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽: When people have a say, they’re more invested in the outcome. → 𝗙𝗼𝘀𝘁𝗲𝗿𝗶𝗻𝗴 𝗴𝗿𝗼𝘄𝘁𝗵: Collaborative decision-making is a learning process that helps everyone improve. But collaboration isn’t about taking a poll and going with the majority vote—it’s a skill that takes intentionality. Here are some practices that have worked for me: 𝗦𝗲𝘁 𝗰𝗹𝗲𝗮𝗿 𝗴𝗼𝗮𝗹𝘀 Before the discussion, align everyone on the problem you’re trying to solve. This keeps conversations focused. 𝗘𝗻𝗰𝗼𝘂𝗿𝗮𝗴𝗲 𝗱𝗶𝘃𝗲𝗿𝘀𝗲 𝗶𝗻𝗽𝘂𝘁 Actively invite opinions from quieter voices or team members with different perspectives. 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝘁𝗵𝗲 𝘄𝗵𝘆 Encourage the team to back up their ideas with reasoning—it helps uncover insights and ensures decisions are thoughtful. 𝗕𝗲 𝘁𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝘁 𝗮𝗯𝗼𝘂𝘁 𝘁𝗵𝗲 𝗽𝗿𝗼𝗰𝗲𝘀𝘀 Not every decision can be a group decision. Be clear about how input will be used and who has the final call. 𝗗𝗲𝗯𝗿𝗶𝗲𝗳 𝗮𝗻𝗱 𝗿𝗲𝗳𝗹𝗲𝗰𝘁 Once a decision is made, revisit it as a team. What worked? What could be improved next time? Of course, it’s not always easy. Collaboration takes time, effort, and a willingness to listen (even when opinions clash). But the payoff? A stronger team, better results, and a culture that values every voice. The next time you’re at a crossroads, consider gathering your team around the table, whether it’s a real one or a virtual one. The best ideas often come from the spaces where different voices meet. --- Follow Jeff Gapinski for more content like this. ♻️ Share this to help someone else out with teamwork today #leadership #marketing #teamwork

The Value of Diverse Perspectives Making tough decisions is part of leadership, but you don’t have to do it alone. The best decisions are rarely made in isolation—they come from embracing a variety of perspectives, experiences, and ways of thinking. At ENDOCORP, we prioritize creating an environment where every voice matters. Here’s how we do it: -Collaborative Approach: By involving team members from different backgrounds, experiences, and thinking styles—including those who are neurodiverse—we bring fresh, innovative ideas to the table. This diversity in thought helps us tackle challenges from multiple angles, leading to creative solutions we might not have considered otherwise. -Mentorship: We actively seek guidance not only from experienced leaders but also recognize the unique strengths that each individual brings. Mentorship at ENDOCORP isn’t just about teaching—it’s about listening, learning, and building a culture where knowledge flows both ways. -Peer Networks: Learning from others’ experiences, inside and outside the company, is invaluable. My involvement with Vistage, for instance, has shown me the power of a strong peer network. It’s about leaning into the insights of others—understanding how they’ve navigated similar challenges and incorporating those lessons into our journey. By embracing diverse input, we make well-rounded, thoughtful decisions that reflect a deeper understanding of the challenges and opportunities we face. Diverse perspectives lead to better decisions and a more resilient organization. How do you incorporate different perspectives into your decision-making? Let’s start a conversation. #DecisionMaking #Collaboration #Leadership #InclusiveLeadership #Teamwork

What do you do when someone on your team is brave enough to criticise you? Me? I promote them as soon as possible. Why? Because in high-performing companies, innovation thrives when teams feel empowered to challenge ideas respectfully. As a leader, fostering a culture of constructive dissent can unlock your team’s full potential and fuel spectacular business growth. Here are 5 techniques I use to build openness and encourage dialogue: 1. Encourage continuous feedback Don’t wait for annual reviews or formal discussions. Make candid feedback a regular part of daily operations — through check-ins, town halls, or anonymous surveys. The more often feedback is shared, the less intimidating it becomes. 2. Model respectful dissent How do you react when your ideas are challenged? Leaders should actively invite differing viewpoints and listen with an open mind. When leaders encourage respectful dissent, it signals to everyone that diverse perspectives are truly valued. 3. Reward honest opinions Recognise those who respectfully challenge the status quo. This reinforces the idea that fresh thinking is an asset, not a liability. (Fun fact: The US State Department has an annual Constructive Dissent Award, given to those who courageously stand by their principles.) 4. Be transparent in decision-making After making a decision, explain the reasoning behind it. Even if someone’s idea isn’t chosen, knowing their input was genuinely considered strengthens future buy-in and trust. 5. Align after discussion Once a decision is made, the team must unite behind it to make it work. Remind everyone that while debate is healthy during the process, whole-hearted execution is key to success. You really can criticise your way to success. A culture of constructive dissent leads to smarter decisions and a more productive team. The key? Making sure every voice is heard and valued. Do you agree? Promise not to fire you if you don't!

Collaborative doesn’t mean chaotic. In Radical Candor, I talk about the GSD Wheel - a cycle that helps teams listen, clarify, debate, decide, persuade, and execute together. But none of that works without one crucial element: ground rules. One of the most powerful things a leader can do is set clear expectations for how decisions get made and how disagreement gets handled along the way. I’ve worked with teams where every decision felt like a battle. I’ve also worked with teams where decision-making felt energizing and inclusive. The difference? Clarity. A few ground rules I’ve seen work well: — We make space for dissent before we decide. — We separate debate from execution. — We don’t let urgency override inclusivity. They may sound simple, but these expectations can transform how your team collaborates under pressure. What’s one ground rule that’s helped your team make better decisions? :) --- Follow Kim Scott and Radical Candor® for more tips on leadership, collaboration, and building a culture where everyone can thrive.

One of the biggest dilemmas leaders face is this: “Do I make the decision myself, or do I involve others?” ➕ Too much participation can be slow, messy, frustrating. ➖ Too little leads to information gaps, misalignment, rework. The key is recognising that not all decisions are created equal, and your approach should shift depending on whether the decision is simple, complicated, or complex. Here’s the guide I use with leaders 👇 🔊Tell: Be directive Make the decision and inform others. Use this when speed is essential, outcomes are predictable, or there’s broad support. Participation here slows things down. Ask yourself what value participation will bring. 🧑🔬 Consult: Seek expert input You still make the decision, but you do it with better information. This is ideal when the decision is complicated and expertise will materially improve the quality of the outcome. Ask yourself what expertise do you need to make the decision. 🤝 Co-create: Decide collaboratively Bring stakeholders together when no one individual sees the full picture. Best for complex, ambiguous situations where involving people surfaces important perspectives, reduces risk and increases alignment. Ask yourself how can we help each other make a good quality decision. 🤯 Why this matters Decision-making is time-consuming and messy at the best of times. Choosing the right method for the right situation reduces friction, speeds execution, and builds coherence across the system. Have you every leaned into participative decision-making unnecessarily, or made a unilateral decision that went wrong? Tell me about in the comments 👇

Navigating Integration Decisions: The Power of Disagree and Commit Many of you may know that I spent significant time at Amazon before embarking on my journey with Gotara. A principle that deeply resonated with me during my time there is "disagree and commit." While this concept has roots beyond Amazon, its effectiveness in fostering robust decision-making is undeniable. Recently, I had the honor of sharing insights on a panel alongside my esteemed colleagues, Lisa Clarke and Dr. Pamela Mattsson, PhD. We delved into how "disagree and commit" serves as a powerful framework for making integration decisions, allowing diverse perspectives to flourish.   Here is a snippet of our conversation: I mentioned: "At first glance, disagreeing and then committing seems straightforward, but in practice, it can be quite challenging. As leaders, we must exemplify this principle. We must engage at every level, bringing forth facts and data to explore the implications of our choices fully." Pamela Mattsson, PhD, commented: "Too often, we focus heavily on the 'commit' aspect, but a lack of genuine commitment can signal that not all voices have been heard. We must critically evaluate how effectively we foster the 'disagree' phase, involving not just presenting facts and data, but also addressing emotions and underlying sentiments." Lisa Clarke expressed: "It's essential to identify individuals who have valuable insights to gain diverse perspectives. Don't just rely on the official tour guides or the executive team. Seek out the woman who has spent 30 years in the quality department and truly understands what's happening." Lastly, I said: "From my own experiences, I've seen that when individuals feel genuinely heard, they are much more likely to embrace and commit to the final decision." So, let's take the pledge during post-M&A integration: to disagree constructively, to listen actively, to cover the whole human experience by allowing facts, figures, and feelings to come into play, and then to commit wholeheartedly. #DisagreeAndCommit #LeadershipPrinciples #MergersAndAcquisitions #IntegrationStrategy #DecisionMaking __ Hey, I'm Sangeeta! If this resonated, follow along as I share real stories and lessons on how companies unlock results—or DM me for a free consulting call. Link to my website in the comments.