Saying Yes - Shared Decision Making

How can you collaborate with others to make key organizational decisions?

Harihar Subramanian, Head of Finance for Americas at SITA and former CFO of Leadercast, reveals an essential strategy for leadership collaboration: shared decision-making.

In this video, Harihar speaks from his personal experiences within Leadercast regarding how sharing the decision-making process has led to collaborative team building, clear strategic vision and successful outcomes. Risks are necessary, he adds, but shared decision-making can help mitigate the risks and offer diverse, creative perspectives that might not have been considered.

Learn the elements that lead to shared decision-making:

1) encourage diversity in weighing the risks vs. the benefits

2) consider those affected by the decision

3) provide clear communication about changes that occur as a result of the decision.
When our CEO Keith Wilmot comes to me with a good idea, we have a dialogue and we have a conversation around it. I look at it personally as, I want to grow the business as much as the CEO does, as much as everybody else does. What I want to be sure is that we are jumping in knowing what the risks are involved. There is a difference between saying no completely and understanding what are the risks out there and how we are going to maneuver those risks when we face them. That's what's really, really crucial.

So when Keith and I talk about this, he says, "Harihar, what about this? I got something. Tell me what your thoughts are." Most times I won't say no, unless it is clearly a bad idea, which usually is not. What I say is, "Okay, Keith, what are the risks involved in going this direction?" And if he says there are four or five of them and we talk about it, we come up with that and we say how do we mitigate those risks?

We still want to go ahead, it's a good idea. We want to make sure that it happens. But how do we make sure that we can meander through all of these risks and still get to our goal without having lost a lot of money or given up certain advantages that we would have in the market place. Those are the conversations we spend most time on.

So it's sometimes, yes, I have to say no and that comes with the territory. I always tell Keith that I am not here to win a popularity contest. I've got a job to do, I've got a lot of investors. Its just not financial investors. I've got employees to take care of, I've got vendors who depend on us. I've got customers who depend on us. We've got to take the right decision for the business.

Harihar Subramanian

Harihar Subramanian is the Head of Finance for Americas at SITA and former Director of Finance for Phillips Electronics/India.

He was a member of the Philips Electronics team for 10 years, working in North America, India and...

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