How does your decision maker make decisions?
How does your decision maker make decisions?
When I’m thinking about requesting something significant at work — say a promotion or additional resources — I try to draw upon any facts, details, research, endorsements, and testimonials that might support my case.
But it’s important to keep in mind that the purpose of gathering this data is not to convince myself — wow, based on how many hours I put into that project last year, I definitely deserve a raise!
I need to convince someone else — specifically, the decision maker. As it turns out, different decision makers make decisions differently. If you can identify how your particular decision maker makes decisions, you can prepare your script and tailor your approach more effectively.
According to the Harvard Business Review article Change the Way You Persuade by Gary A. Williams and Robert B. Miller, there are five different types of executive decision-makers:
Charismatics are enthusiastic about many new ideas, but need a balanced set of information to reach a final decision
Thinkers are cerebral and logical and need to cautiously walk through all the scenarios before making a decision
Skeptics do not trust data outside of their worldview and rely on their gut feelings to make decisions
Followers are cautious and tend to act in accordance with other trusted leaders or similar past decisions
Controllers want hard facts and analytics but need space to reach to their own conclusions
Beyond executives, these profile characteristics can help us better understand the decision makers we must convince to achieve our objectives.
Let’s say you would like to request a promotion. Here is an example of what five different cases for promotion could look like:
Charismatics
Who are you dealing with?
Charismatics tend to be exuberant and open to new ideas and risk. While they may delight in your desire to grow and contribute, one shouldn’t interpret their initial enthusiasm as a final commitment.
Recommended approach
Though it can be tempting to get swept up by a charismatic’s energy, it’s important to keep the conversation focused and present a clear and straightforward case emphasizing the bottom-line and results — This is the revenue I am bringing in at my current level, and this is the increased revenue I will be able to achieve in a more senior role. Visual aids can also be effective and make the win-win more concrete for charismatic decision makers — Here is a chart summarizing the outcomes I will be able to deliver in my new role that would benefit the organization.
Thinkers
Who are you dealing with?
Careful and logical, thinkers prefer to assess all sides of a proposal or argument — What are the pros and cons of promoting this person right now? They seek an abundance of relevant data and information before making a final decision.
Recommended approach:
When presenting your case, give your thinker what they want — data! Offer as many relevant details as you can including market value research, performance dashboards, cost-benefit analyses, projections, etc. Do all you can to answer their questions and anticipate their concerns about potential risks or challenges.
Followers
Who are you dealing with?
Followers are seldom early adopters; they look to see how trusted execs or leaders have made similar decisions in the past — What are other groups doing in terms of raises and promotions? What processes are my fellow managers using to promote employees with a similar track record?
Recommended approach:
Point to other successful promotions or similar past decisions that yielded positive results for the team — Executive X just promoted Amy on her team into a similar role which has streamlined their operations significantly. Present the outcome in a way that elevates the status of your decision maker and your team.
Skeptics
Who are you dealing with?
Skeptics can be disagreeable, stubborn, and highly suspicious of data that doesn’t fit their worldview — I can think of 10 reasons why a promotion right now doesn’t make sense.
Recommended approach:
It can be hard to win over skeptics in a single encounter. Your best course of action is to find meaningful ways to build trust, gain credibility, and earn clout over time (e.g. consistently showcasing a strong track record, regularly broadcasting key wins and results, etc). In a pinch, requesting an endorsement or good word from another leader or stakeholder who your skeptic admires can also be compelling.
Controllers
Who are you dealing with?
While controllers like an abundance of data, the way they interpret and use this information to make decisions may not always appear rational; they may be driven by a desire to maintain control, avoid insecurities, or by other personal factors that might not be obvious to you.
Recommended approach:
Start by preparing a detailed case, rooted in expert analysis, accurate facts, and credible details — In this new role, I’m looking forward to expanding program X. Stakeholders A and B are excited to see this initiative grow under my leadership. Furthermore, here are 10 clients who said they would sign on if this program is made available to them. After presenting the information, give controllers the room and the time to make up their own mind and hopefully rule in your favor.
When building a case for more, don’t present the data that will convince you — the most persuasive cases will appeal directly to your decision maker’s style. Whether you are dealing with a charismatic, thinker, skeptic, follower, or controller, be sure to think carefully about the approach that will most likely deliver the result you want.