Do you manage by consensus? Do you invite your team to come together to make decisions? Not all decisions, of course, but the many choices that — while not mission-critical – affect the team’s day-to-day work and its esprit de corps.
I admit that managing by consensus isn’t my preferred style. But having worked on teams where members are invited to participate in decision making, I’ve come to see the advantages:
Buy-in: When the team chooses, its members are much more likely to be comfortable with the choice – and with the results of that choice.
Empowerment: Team members feel like their opinions matter, like they’re being heard.
Results: Because it represents the team’s collective wisdom, often the decision is better than anything you would’ve come up with yourself.
Making it work
Before you try managing by consensus, you have to cultivate the right environment to make it work. From my observation, here are some ways to do that.
Assemble a team that’s knowledgeable and trustworthy. You’ll be better able to empower the team when you trust their wisdom and their motivation.
Sometimes – most times, in fact – you won’t get to pick who’s on your team. People are assigned to you, or they come onto your team through reorganizations. What then? You might have to start slowly, until the team (with your encouragement) has established that level of knowledge and trustworthiness – not to mention establishing the ability to trust each other.
Create a framework in which managing by consensus can take place. Obviously, the team can’t make every decision. Decide up front what’s not negotiable, and what kinds of things you’re comfortable letting the team decide. Some of the non-negotiables will be handed down from Corporate. Others will be areas where you have latitude, but about which you feel strongly. Examples might be working hours, or basic rules for professionalism and mutual respect.
Give up your need to be in control. When I’m the person in charge, and I know I’m accountable, this one is hard or me. I can solicit advice, I can ask for feedback – but my buck stops here” mentality makes me want to call the shots. Yet I’ve learned, as I said earlier, that letting the team decide often results in better outcomes than when I decide things myself.
Make sure everyone has a voice. Insist on a culture where one or two people don’t dominate, where everyone feels like they have a chance to contribute. If someone becomes too vocal, or isn’t vocal enough, remind them in a one-on-one conversation that everyone is expected to contribute and everyone has a right to be heard.
Realize that sometimes it’s messy. Life becomes more complicated when you’re no longer calling all the shots. Sometimes, when you ask the team to make a choice, it takes them a while to figure out what they want. There might be strong disagreements along the way, and even healthy disagreement can cause stress. Although you might have to play the role of facilitator, or even referee, resist the temptation to lapse back into the role of boss.
Have you worked successfully on a team where decisions were made by consensus – either as the leader or as a team member? What were the factors that contributed to that success? What benefits came from using the managing-by-consensus approach?