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Decision-Making Warning Flag 2 – The Silent Nod
All too often it is not clear to executives and managers that they are in a decision-making situation. In many of these instances, they find themselves attending a briefing during which the presenter makes a recommendation for which he or she is seeking approval. As the presentation goes on, the briefing attendees listen attentively and nod silently. No verbal decision is communicated but the nodding continues. At the end of the presentation, the presenter is songs adulated for making a thorough presentation and providing an insightful recommendation. There is applause. Exiting the meeting, the presenter remembers the affirmative statements and, most importantly the silent nods. These now become the unintended affirmative decision the presenter sought and the leaders failed to recognize they were making.
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Personal powers are the mechanisms by which one influences the actions of others. These powers are bestowed by the institution (formal powers) and self-acquired (informal powers).
Successfully exercising personal power for political gain requires overcoming those who would oppose you. Winning these engagements, both strategic and tactical, becomes far easier when starting from a position of power. While you may not possess an initial starting position of strength, manipulating the engagement circumstances can tip the balance of power in your favor.
Everyone possesses personal power to some degree but many chose not to use it. Commonly shrouded as a righteous choice to not play politics or a self protecting underestimation of one’s power, the primary reason for not exercising personal power is fear.
Delays are a powerful tool that can be exercised by almost anyone. Such tactics serve to put off undesired (by the person initiating and/or perpetuating the delay) action and, ultimately, prevent action through exhaustion of the resources (time, labor, money, interest/patience) needed to sustain forward progress.
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