SLOWING DOWN TO THINK, LISTEN AND INVOLVE OTHERS LEADS TO FASTER EXECUTION, STRONGER BUY-IN AND SMARTER SOLUTIONS
It’s a bit of a weird saying that can help leaders get to their goals more effi ciently. Th e primary way that we see in our practice of how leaders improve their performance by applying this principle is they make eff ort to be very deliberate. Leaders first get very clear on what they want, then oft en share the vision before taking action. A couple more steps that we will talk about lower in the article but let’s focus on this first step now.
Everything comes into focus when you know exactly what benefit you are trying to achieve. Is it better customer service? Is related to improved fi nancial performance? Is it something that could benefi t our staff by improving their health or safety?
Those three things should always be a part of what you are trying to achieve. You can have more than one involved as a goal too! For example, if you were to focus on a better customer experience could that drive more sales and greater profi tability thus also improving fi nancial performance? For ease of application one should narrow the goal to one of the above mentioned benefi ts. It is easier to work through a variety of scenarios when the focus is singular.
Once you have that goal spelled out clearly don’t get fooled into thinking that you must now come up with the solutions and impose change on others in your organization. The best this to do is to have a circle of confidants, advisors or otherwise vested people that you can “sound-board” ideas with. Often the sparks of creativity are unleashed in these kinds of interactions versus the “goit- alone” way antiquated leaders embrace. Th at next step of being surrounded by the best people can really help to figure out the best approaches to solutions.
Now you have prepared for the next important step, asking questions! I see so many leaders try to impose change onto their team members as opposed to working on engagement into the process. When you ask “What do you think of this idea?” it can be a scary proposition because the answer might be one of rejection. Th at’s why a lot of leaders don’t take the time (slow down) to get necessary “buy-in” (which is where the speeding up resides). You must be brave to do this and if you share the vision of the benefi t you are attempting to achieve, you will have much greater success in securing the engagement needed.
In a recent interview with outgoing Walmart CEO Doug McMillon published in Harvard Business Review (March-April 2026) Mr. McMillon said, “listen carefully and ask the right questions.” He knows that is a critical part of coming up with the best solutions to challenges. In listening carefully we should not only listen for confirmation that we are on the right track. Listen for an expanded viewpoint or alternate paradigm. It’s this kind of approach that keeps us being the one who’s driving!
