Making Better Decisions Is As Easy As 1-2-3
One simple yet highly effective approach to improving your decision-making is called the Three Circles:
Circle 1 + Circle 2 = Circle 3
Circle 1 is an external event, situation or development. Let’s say you’re in your weekly leadership meeting and “Joe” decides to start things off with an angry outburst. You have to quickly determine what you want to have happen — that is Circle 3, the most favorable outcome. In this example, it could be calming Joe down and getting the meeting back on track. Then, you reverse engineer to Circle 2 — what do you need to say or do to achieve Circle 3?
It might be saying, “Joe, I see you’re really upset, I know you’re passionate about this project. I’d feel frustrated too if I thought people weren’t paying attention to it. Let me say again, it is a priority for us. Budget allocation is on our agenda today. I’d like the team to discuss this and determine the best way forward when we get to that item.”
Now, you might feel like doing something else, like shouting back. “Give it a break, Joe! You know we’re working on it. Pulling money from other departments isn’t your call. We’ve been over this twelve times.” But as a leader, you’re managing to an outcome, a result, and you need to be cognizant of the message you want your colleagues to take away.
I once described this scenario to a client, and they asked if they could take Joe outside and punch him, then return to the meeting. I explained that this kind of response is part of the secret Circle 4, only recommended for highly advanced leaders.
I’m kidding! It goes without saying, but I’ll say it anyway — do not punch anyone.
The great thing about the 3 Circles is they can also be used for more long-term issues. For example, Circle 1 is the desire for your company to achieve a goal, with Circle 3 being the achievement of that goal. Circle 2 specifies what you need to do to reach it — today, this week, this month, this quarter. What do you and your team need to focus on? How do you help them along the way? What do you need to be open to?
There may also be times when saying or doing nothing gets you closer to Circle 3. As a leader, your words and actions carry a lot of weight. Always consider the possibility that no action may be the best action. For instance, don’t interrupt a brainstorming session when ideas are flowing — the group needs freedom here, unencumbered by worries of what the boss might be thinking. Additionally, when two team members are in a heated exchange, don’t undercut one of them by stepping in to “save” them. If you want to empower that individual, sometimes you’ve got to let them go a few rounds.
Lastly, there’s a much rarer use of the Three Circles — when you intentionally lose your cool. Sometimes, in order to get your point across, people need to hear it in a certain way. When these opportunities present themselves, Circle 2 may involve deploying some unfiltered emotion and/or choice words for effect. Just remember — this option requires judicious application, and you must always remain in control.
The 3 Circles framework works so well because it makes you define the outcome you want and the action you need to take to achieve it. This structure keeps the endgame in mind and lets you know when to ignore the impulse of the moment.
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About The Author
Emily Sander is an ICF-certified leadership coach with more than 15 years of experience in the business and the author of Hacking Executive Leadership. She’s been featured in several print publications, online articles, and podcasts, including CEO Today Magazine, Leading to Fulfillment, and Leadership Powered by Common Sense.
Emily has a passion for helping business leaders reach their full potential. Go here to read her story from seasoned executive to knowledgeable coach. If you want to send Emily a quick message, then visit her contact page here.