Experienced managers routinely make decisions that are essentially black and white. But have you ever noticed that how you execute those decisions can make a difference in outcome?

Think of this as “shades of black”, which is really about nuances. You know that you’re functioning within the realm of black, but which black is it?

Leaders deal with shades of black all of the time. For example:

Your client is pressing you on a number of things – all of which need to be addressed – and you need to decide which to handle first.

You have an employee who needs to improve in several different areas, and you decide which aspect needs to be tackled first for optimum results.

Your board wants information that is easy to gather, but time consuming. Which of your already overloaded people should take on the assignment?

In each of these examples, you know what you need to do, but will you capture the nuances so that you create the most impact?

In the first example, clearly you need to respond proactively since it’s your client, but your decision about where to start will determine what will set the stage and have the most and best impact as you proceed.

You could tell your employee everything that needs improvement, but doing so could be demoralizing and frustrating. This decision involves thinking through the ripple effect of what happens first.

Any of your staff can do the board project, but which person will add that extra touch that will go above and beyond the board’s expectations?

We deal with shades of black all of the time. When you master this, you will be tuned into nuances of your environment in entirely different ways.

Your decisions aren’t just about the black and white; they’re about considering the dimensions that will lead to more spectacular results with your clients and your employees.

“Advice is like snow – the softer it falls, the longer it dwells upon, and the deeper it sinks into the mind.”
– Samuel Taylor Coleridge

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