Inclusive decision-making: driving performance and results

As an Olympian and high-performance coach, I’ve seen first-hand that the strongest teams are built on trust, collaboration, and shared ownership. Making space for open dialogue, seeking diverse opinions, and involving others in the decision-making process doesn’t just lead to better decisions and outcomes it also fosters stronger, more unified teams which transforms team performance.

Better decisions and outcomes through collective wisdom

When it comes to making decisions, two heads aren’t just better than one – they’re essential for success.

Leaders who consult others before making big decisions benefit from a broader range of insights, reducing the likelihood of costly missteps. When you open the floor to contributions from team members, you’re accessing a pool of collective wisdom that’s invaluable in complex or high-stakes situations. Including diverse perspectives allows you to see the full picture. Each person brings unique experiences and expertise to the table, helping identify potential blind spots, risks, and opportunities that might otherwise be missed.

Additionally, involving those closest to the work – the people who understand the intricacies of day-to-day operations – leads to practical and effective decisions. This collaborative approach ensures you’re considering all the angles and arriving at a solution that works in real-world contexts, not just in theory.

Building trust through inclusion

Trust is the foundation of high-performing teams. When people feel heard, valued, and included in decision-making, it fosters a deeper sense of trust throughout the team. By involving others in the process, you signal that you respect their opinions, recognise their expertise, and see them as integral to the team’s success.

Conversely, excluding others from key decisions can have the opposite effect and you run the risk of breeding distrust and disengagement. People may feel that their contributions aren’t valued or that their perspectives don’t matter. This can lead to a breakdown in communication and collaboration – the very elements needed for high performance.

Inclusive decision-making, on the other hand, strengthens relationships. When people are invited to weigh in on decisions that are important to team success, they feel like true stakeholders. This builds a culture of mutual respect within the team, where trust is continually reinforced through open communication.

Getting buy-in is easier when people feel involved

Consider this: when a big decision is made and you’re suddenly expected to rally behind it, how committed are you to making it succeed if you had no input? It’s human nature – if we don’t have a hand in shaping something, we’re less likely to feel accountable for its outcome.

Inclusive decision-making changes that. When people are actively involved in the process, they take ownership of the outcome. They’re more likely to support the decision, even if it’s not exactly what they initially wanted. Why? Because they had a say in the conversation.

This buy-in is critical, especially in high-pressure environments where team unity and alignment are essential. When people feel their input has been considered, they’re more invested in making the decision work and more motivated to contribute their best effort.

Inclusion drives improved performance

When a team is unified, motivated, and fully behind a decision, performance naturally improves. Inclusive decision-making creates a culture where everyone works toward a shared goal, feeling empowered to give their best because they’re part of something bigger than themselves.

This leads to better problem-solving, increased innovation, and stronger collaboration. When people feel they have a voice, they’re more likely to bring their best ideas forward, opening the door to creative solutions that might never have surfaced in a more closed-off process.

Ultimately, inclusive decision-making helps teams not only make better choices but also execute those choices with greater energy and commitment which drives better performance across the board.

The Speed Trap

Yes, inclusive decision-making takes more time upfront. In a fast-paced world where there’s pressure to act swiftly, it’s tempting to make quick decisions, without consulting others, prioritising speed over inclusion.

While skipping inclusion may seem efficient and save time initially, it can lead to bigger problems down the road—poor decisions, low morale and disengaged teams with a lack of commitment.

Taking the time to include others in the decision-making might feel slower, but it pays dividends in the long run. The decisions you make will be more informed, and the people tasked with executing those decisions will be more committed to ensuring their success.

Forging stronger teams

High-performing teams don’t happen by chance – they’re built through trust, collaboration, and shared ownership. By involving others in key decisions, you’re not only improving the quality of your choices but also building stronger, more unified teams.

So the next time you’re faced with an important decision, resist the urge to go it alone. Instead, take a moment to ask others for their input. You’ll be surprised at the wealth of ideas, insights, and perspectives that emerge – and your team will be stronger for it.

When decisions are made together, the results speak for themselves: better decisions, more trust, greater buy-in, and improved performance. That’s what true high performance is all about; not just achieving the goal, but doing it as a unified, empowered team.

And finally…

I can help you to improve your team performance, including the decision-making process. If you’re interested in having a chat contact me here.