problem solving and decision making for leaders

Problem-solving in Leadership: How to Master the 5 Key Skills

The role of problem-solving in enhancing team morale, the right approach to problem-solving in leadership, developing problem-solving skills in leadership, leadership problem-solving examples.

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What’s the Role of Problem-solving in Leadership?

• Getting to the root of the issue:  First, Sarah starts by looking at the numbers for the past few months. She identifies the products for which sales are falling. She then attempts to correlate it with the seasonal nature of consumption or if there is any other cause hiding behind the numbers. 
• Identifying the sources of the problem:  In the next step, Sarah attempts to understand why sales are falling. Is it the entry of a new competitor in the next neighborhood, or have consumption preferences changed over time? She asks some of her present and past customers for feedback to get more ideas. 
• Putting facts on the table:  Next up, Sarah talks to her sales team to understand their issues. They could be lacking training or facing heavy workloads, impacting their productivity. Together, they come up with a few ideas to improve sales. 
• Selection and application:  Finally, Sarah and her team pick up a few ideas to work on after analyzing their costs and benefits. They ensure adequate resources, and Sarah provides support by guiding them wherever needed during the planning and execution stage. 
• Identifying the root cause of the problem.
• Brainstorming possible solutions.
• Evaluating those solutions to select the best one.
• Implementing it.

• Analytical thinking:   Analytical thinking skills refer to a leader’s abilities that help them analyze, study, and understand complex problems. It allows them to dive deeper into the issues impacting their teams and ensures that they can identify the causes accurately. 
• Critical Thinking:  Critical thinking skills ensure leaders can think beyond the obvious. They enable leaders to question assumptions, break free from biases, and analyze situations and facts for accuracy. 
• Creativity:  Problems are often not solved straightaway. Leaders need to think out of the box and traverse unconventional routes. Creativity lies at the center of this idea of thinking outside the box and creating pathways where none are apparent. 
• Decision-making:  Cool, you have three ways to go. But where to head? That’s where decision-making comes into play – fine-tuning analysis and making the choices after weighing the pros and cons well. 
• Effective Communication:  Last but not at the end lies effective communication that brings together multiple stakeholders to solve a problem. It is an essential skill to collaborate with all the parties in any issue. Leaders need communication skills to share their ideas and gain support for them.

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How to Enhance Your Decision-Making Skills as a Leader

• 14 Mar 2024

As a leader, you make countless decisions—from whom to hire and which projects to prioritize to where to make budget cuts.

If you’re a new leader, acclimating to being a decision-maker can be challenging. Luckily, like other vital business skills, you can learn how to make better decisions through education and practice.

Here’s a primer on why decision-making skills are crucial to leadership and six ways to enhance yours.

Access your free e-book today.

Why Are Decision-Making Skills Important?

While decision-making is built into most leaders’ job descriptions, it’s a common pain point. According to a 2023 Oracle study , 85 percent of business leaders report suffering from “decision distress”—regretting, feeling guilty about, or questioning a decision they made in the past year.

When distressed by difficult decisions, it can be easy to succumb to common pitfalls , such as:

• Defaulting to consensus
• Not offering alternatives to your proposed solution
• Mistaking opinions for facts
• Losing sight of purpose
• Truncating debate

By defaulting to the “easy answer” or avoiding working through a decision, you can end up with outcomes that are stagnant at best and disastrous at worst.

Yet, decision-making is a skill you can sharpen in your leadership toolkit. Here are six ways to do so.

6 Ways to Enhance Your Leadership Decision-Making Skills

1. involve your team.

One common pitfall of leadership is thinking you must make every decision yourself. While you may have the final judgment call, enlisting others to work through challenging decisions can be helpful.

Asking for peers’ input can open your mind to new perspectives. For instance, if you ask your direct reports to brainstorm ways to improve your production process’s efficiency, chances are that they’ll have some ideas you didn’t think of.

If a decision is more private—such as whether to promote one employee over another—consider consulting fellow organizational leaders to approach it from multiple angles.

Another reason to involve your team in the decision-making process is to achieve buy-in. Your decision will likely impact each member, whether it’s about a new or reprioritized strategic initiative. By helping decide how to solve the challenge, your employees are more likely to feel a sense of ownership and empowerment during the execution phase.

Related: How to Get Employee Buy-In to Execute Your Strategic Initiatives

2. Understand Your Responsibilities to Stakeholders

When facing a decision, remember your responsibilities to stakeholders. In the online course Leadership, Ethics, and Corporate Accountability —offered as a Credential of Leadership, Impact, and Management in Business (CLIMB) program elective or individually—Harvard Business School Professor Nien-hê Hsieh outlines your three types of responsibilities as a leader: legal, economic, and ethical .

Hsieh also identifies four stakeholder groups—customers, employees, investors, and society—that you must balance your obligations to when making decisions.

For example, you have the following responsibilities to customers and employees:

• Well-being: What’s ultimately good for the person
• Rights: Entitlement to receive certain treatment
• Duties: A moral obligation to behave in a specific way
• Best practices: Aspirational standards not required by law or cultural norms

“Many of the decisions you face will not have a single right answer,” Hsieh says in the course. “Sometimes, the most viable answer may come with negative effects. In such cases, the decision is not black and white. As a result, many call them ‘gray-area decisions.’”

As a starting point for tackling gray-area decisions, identify your stakeholders and your responsibilities to each.

Related: How to Choose Your CLIMB Electives

3. Consider Value-Based Strategy

If you make decisions that impact your organization’s strategy, consider how to create value. Often, the best decision provides the most value to the most stakeholders.

The online course Business Strategy —one of seven courses comprising CLIMB's New Leaders learning path—presents the value stick as a visual representation of a value-based strategy's components.

By toggling each, you can envision how strategic decisions impact the value you provide to different shareholders.

For instance, if you choose to lower price, customer delight increases. If you lower the cost of goods, you increase value for your firm but decrease it for suppliers.

This kind of framework enables you to consider strategic decisions’ impact and pursue the most favorable outcome.

4. Familiarize Yourself with Financial Statements

Any organizational leadership decision you make is bound to have financial implications. Building your decision-making skills to become familiar and comfortable with your firm’s finances is crucial.

The three financial statements you should know are:

• The balance sheet , which provides a snapshot of your company’s financial health for a given period
• The income statement , which gives an overview of income and expenses during a set period and is useful for comparing metrics over time
• The cash flow statement , which details cash inflows and outflows for a specific period and demonstrates your business’s ability to operate in the short and long term

In addition to gauging your organization’s financial health, learn how to create and adhere to your team or department’s budget to ensure decisions align with resource availability and help your team stay on track toward goals.

By sharpening your finance skills , you can gain confidence and back your decisions with financial information.

5. Leverage Data

Beyond financial information, consider other types of data when making decisions. That data can come in the form of progress toward goals or marketing key performance indicators (KPIs) , such as time spent on your website or number of repeat purchases. Whatever the decision, find metrics that provide insight into it.

For instance, if you need to prioritize your team’s initiatives, you can use existing data about projects’ outcomes and timelines to estimate return on investment .

By leveraging available data, you can support your decisions with facts and forecast their impact.

Related: The Advantages of Data-Driven Decision-Making

6. Learn from Other Leaders

Finally, don’t underestimate the power of learning from other leaders. You can do so by networking within your field or industry and creating a group of peers to bounce ideas off of.

One way to build that group is by taking an online course. Some programs, including CLIMB , have peer learning teams built into them. Each term, you’re sorted into a new team based on your time zone, availability, and gender. Throughout your educational experience, you collaborate with your peers to synthesize learnings and work toward a capstone project—helping you gain new perspectives on how to approach problem-solving and decision-making.

In addition to learning from peers during your program, you can network before and after it. The HBS Online Community is open to all business professionals and a resource where you can give and receive support, connect over topics you care about, and collaborate toward a greater cause.

When searching for courses, prioritize those featuring real-world examples . For instance, HBS Online’s courses feature business leaders explaining situations they’ve encountered in their careers. After learning the details of their dilemmas, you’re prompted to consider how you’d handle them. Afterward, the leaders explain what they did and the insights they gained.

By listening to, connecting with, and learning from other leaders, you can discover new ways to approach your decisions.

Gaining Confidence as a Leader

Taking an online leadership course can help you gain confidence in your decision-making skills. In a 2022 City Square Associates survey , 84 percent of HBS Online learners said they have more confidence making business decisions, and 90 percent report feeling more self-assured at work.

If you want to improve your skills, consider a comprehensive business program like CLIMB .

It features three courses on foundational topics:

• Finance and accounting

And three courses on cutting-edge leadership skills:

• Dynamic Teaming
• Personal Branding
• Leading in the Digital World

Additionally, you select an open elective of your choice from HBS Online’s course catalog .

Through education and practice, you can build your skills and boost your confidence in making winning decisions for your organization.

Are you ready to level up your leadership skills? Explore our yearlong Credential of Leadership, Impact, and Management in Business (CLIMB) program , which comprises seven courses for leading in the modern business world. Download the CLIMB brochure to learn about its curriculum, admissions requirements, and benefits.

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The SkillsYouNeed Guide to Interpersonal Skills

Making decisions and solving problems are two key areas in life, whether you are at home or at work. Whatever you’re doing, and wherever you are, you are faced with countless decisions and problems, both small and large, every day.

Many decisions and problems are so small that we may not even notice them. Even small decisions, however, can be overwhelming to some people. They may come to a halt as they consider their dilemma and try to decide what to do.

Small and Large Decisions

In your day-to-day life you're likely to encounter numerous 'small decisions', including, for example:

Tea or coffee?

What shall I have in my sandwich? Or should I have a salad instead today?

What shall I wear today?

Larger decisions may occur less frequently but may include:

Should we repaint the kitchen? If so, what colour?

Should we relocate?

Should I propose to my partner? Do I really want to spend the rest of my life with him/her?

These decisions, and others like them, may take considerable time and effort to make.

The relationship between decision-making and problem-solving is complex. Decision-making is perhaps best thought of as a key part of problem-solving: one part of the overall process.

Our approach at Skills You Need is to set out a framework to help guide you through the decision-making process. You won’t always need to use the whole framework, or even use it at all, but you may find it useful if you are a bit ‘stuck’ and need something to help you make a difficult decision.

Decision Making

Effective Decision-Making

This page provides information about ways of making a decision, including basing it on logic or emotion (‘gut feeling’). It also explains what can stop you making an effective decision, including too much or too little information, and not really caring about the outcome.

A Decision-Making Framework

This page sets out one possible framework for decision-making.

The framework described is quite extensive, and may seem quite formal. But it is also a helpful process to run through in a briefer form, for smaller problems, as it will help you to make sure that you really do have all the information that you need.

Problem Solving

Introduction to Problem-Solving

This page provides a general introduction to the idea of problem-solving. It explores the idea of goals (things that you want to achieve) and barriers (things that may prevent you from achieving your goals), and explains the problem-solving process at a broad level.

The first stage in solving any problem is to identify it, and then break it down into its component parts. Even the biggest, most intractable-seeming problems, can become much more manageable if they are broken down into smaller parts. This page provides some advice about techniques you can use to do so.

Sometimes, the possible options to address your problem are obvious. At other times, you may need to involve others, or think more laterally to find alternatives. This page explains some principles, and some tools and techniques to help you do so.

Having generated solutions, you need to decide which one to take, which is where decision-making meets problem-solving. But once decided, there is another step: to deliver on your decision, and then see if your chosen solution works. This page helps you through this process.

‘Social’ problems are those that we encounter in everyday life, including money trouble, problems with other people, health problems and crime. These problems, like any others, are best solved using a framework to identify the problem, work out the options for addressing it, and then deciding which option to use.

This page provides more information about the key skills needed for practical problem-solving in real life.

Further Reading from Skills You Need

The Skills You Need Guide to Interpersonal Skills eBooks.

Develop your interpersonal skills with our series of eBooks. Learn about and improve your communication skills, tackle conflict resolution, mediate in difficult situations, and develop your emotional intelligence.

Guiding you through the key skills needed in life

As always at Skills You Need, our approach to these key skills is to provide practical ways to manage the process, and to develop your skills.

Neither problem-solving nor decision-making is an intrinsically difficult process and we hope you will find our pages useful in developing your skills.

Start with: Decision Making Problem Solving

See also: Improving Communication Interpersonal Communication Skills Building Confidence

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Team-Building Strategies: Building a Winning Team for Your Organization

Discover how to build a winning team and boost your business negotiation results in this free special report, Team Building Strategies for Your Organization, from Harvard Law School.

Leadership and Decision-Making: Empowering Better Decisions

A key task in leadership and decision-making is finding ways to encourage employees at all levels to make better decisions on the organization’s behalf in negotiations and beyond, according to a new book..

By Katie Shonk — on April 29th, 2024 / Leadership Skills

What is the role of leadership in an organization? Contrary to the traditional image of a sole individual steering the ship, leaders have an obligation to empower everyone in their organization to make sound and ethical decisions in negotiations and other contexts, write University of California, Berkeley, professor Don A. Moore and Harvard Business School professor Max Bazerman in their new book, Decision Leadership: Empowering Others to Make Better Choices .

During a virtual event moderated by Harvard Business School professor Deepak Malhotra , Moore and Bazerman shared principles on leadership and decision-making from their book. “The thing that leaders can most affect are the decisions of the people they lead,” said Bazerman; consequently, “we’re interested in the decisions not just of the leader but of all of those people who are influenced by the leader.”

Don’t Neglect Ethics

“Great leaders create the norms, structures, incentives, and systems that allow their direct reports, organizations, and the broader stakeholders to make decisions that maximize collective benefit through value creation,” Moore and Bazerman write in Decision Leadership . They emphasize the importance of “setting the stage”—creating environments in which people can make good decisions.

As a result, the leadership and decision-making book focuses a great deal on ethics, noted Malhotra during the book talk. He asked if effective leadership thus must embody a certain type of leadership, such as moral leadership or ethical leadership . “Is there such a thing as being a great leader when you’re not thinking about maximizing collective benefit or value creation?” Malhotra asked.

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According to Moore, leaders who ignore the ethical implications of their decisions face profound moral, legal, financial, and other risks. “To pretend that business decisions don’t have ethical implications ignores a key dimension on which decisions will be evaluated,” he said. “Effective leadership must consider the wider consequences of any decision,” which is by definition an ethical consideration.

“If we think about some of the failed leaders of the past decade,” added Bazerman, “whether it’s Adam Neumann [of WeWork] or Elizabeth Holmes [of Theranos] or Travis Kalanick [Uber], we see people who dramatically influenced the behavior of others.” Such leaders caused harm in part “because their leadership was so devoid of the ethical dimension,” Bazerman said. In particular, these leaders failed to consider “how to help people make ethical decisions that will make society better off.”

Beyond Changing Hearts and Minds

Decision Leadership offers advice on how leaders can create cultures, environments, norms, and systems that will promote high-quality ethical decisions within their organizations. As such, the authors argue that the real task of leaders is not just to change “hearts and minds”—that is, persuasion—but to fundamentally change what people do. Wise leaders, they argue, design the organization to steer people toward better, more ethical decisions.

“We have nothing against leaders who inspire change by influencing culture, changing how others think and feel,” said Moore. But Decision Leadership offers more useful, less costly tools for prompting better decisions, he said.

Many of these tools draw on the concept of “nudges” offered by Richard H. Thaler and Cass R. Sunstein in their book Nudge: Improving Decisions About Health, Wealth, and Happiness . Nudges steer people toward better decisions rather than relying on persuasion. Moore and Bazerman gave the example of organizations that make it convenient for employees to get vaccinated against Covid-19, such as offering the vaccine at work, instead of trying to convince the skeptical of the benefits of being vaccinated.

Rather than leaving hearts and minds out of the equation, Bazerman said, he and Moore aimed to add a consideration of “strategies that will get the behavior done, even if people’s hearts and minds aren’t changed at all.” In recent decades, the tech industry and many governments have embraced the world of behavioral economics and nudges. Bazerman predicted that in the next decade, more business will make use of these tools to spur wiser decisions. In so doing, organizations will move in the direction of collective leadership and away from a more autocratic leadership style .

Experiments in Leadership and Decision-Making

During the talk, Moore, Bazerman, and Malhotra discussed several proven strategies for prompting better leadership and decision-making in organizations, including creating a culture in which employees feel empowered to speak up when they see something wrong, finding ways to encourage leaders to be more open to accepting advice, and running experiments to test the likely success of a decision rather than basing it on intuition.

Google runs thousands of experiments every year to test new ideas and initiatives, Bazerman noted, but “a lot of companies are behind the curve on thinking systematically about how to learn over time.” That’s a strategic mistake, he said: “If you have a company, and you have an idea about how to change some behavior at your 22 offices across the globe involving millions of customers, why wouldn’t you want to test a new idea on 10,000 people first so that you can find what works, tweak it, and make it better over time?”

What leadership and decision-making strategies have you found to be effective in prompting better decisions in your organization?

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No Responses to “Leadership and Decision-Making: Empowering Better Decisions”

2 responses to “leadership and decision-making: empowering better decisions”.

A brief and concise article which I think could be easily understood by students in the Public Administration discipline….

This is a great, circumspect article that draws attention to the bigger picture in negotiations: the broader and more diverse field of motives and the interests that drive those involved in decision-making. Also noteworthy is awareness if the ethical factor, so often neglected in business decisions and so often detrimental as a result.

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Understanding how to arrange the meeting space is a key aspect of preparing for negotiation. In this video, Professor Guhan Subramanian discusses a real world example of how seating arrangements can influence a negotiator’s success. This discussion was held at the 3 day executive education workshop for senior executives at the Program on Negotiation at Harvard Law School.

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Problem Solving Ability

Definition: anticipating, analyzing, diagnosing, and resolving problems..

Leaders with an aptitude for problem-solving have the ability to analyze, diagnose and deal with problems effectively. Whether the problem is linear and “tame,” or nonlinear and “wicked,” adept problem solvers have a natural propensity to discover and help lead others to solutions. The leaders of tomorrow must learn to be collaborative problem-solving facilitators, instead of solitary master problem-solvers. Problem-solving ability is a multi-faceted competency that uses other skills discussed throughout the Leaders Are Clear Thinkers section, including conceptual thinking, planning and organization, and creativity. In this section you’ll discover resources and activities to sharpen your problem-solving skills.

Join our community  to learn more about problem-solving skills, and to access resources and activities to help you along the way. 

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Nurse leaders as problem-solvers

Addressing lateral and horizontal violence.

Anthony, Michelle R. PhD, RN; Brett, Anne Liners PhD, RN

Michelle R. Anthony is a program coordinator at Columbia (S.C.) VA Health Care System. Anne Liners Brett is doctoral faculty at the University of Phoenix in Tempe, Ariz.

Acknowledgment: The authors acknowledge the support of the University of Phoenix Center for Educational and Instructional Technology Research.

The contents of this article do not represent the views of the US Department of Veterans Affairs or the United States Government.

The authors and planners have disclosed no potential conflicts of interest, financial or otherwise.

For more than 126 additional continuing-education articles related to management topics, go to NursingCenter.com/CE .

Earn CE credit online: Go to http://nursing.ceconnection.com and receive a certificate within minutes .

Read about a qualitative, grounded theory study that looked to gain a deeper understanding of nurse leaders' perceptions of their role in addressing lateral and horizontal violence, and the substantive theory developed from the results.

The issue of lateral and horizontal violence (LHV) has plagued the nursing profession for more than 3 decades, yet solutions remain elusive. The significance of LHV isn't lost on nurse leaders because it creates an unhealthy work environment. Research literature worldwide has continued to report the prevalence of disruptive behaviors experienced by nursing students, novice nurses, and seasoned nurses in the workforce. The World Health Organization, International Council of Nurses, and Public Services International have recognized this issue as a major global public health priority. 1

LHV, also called nurse-on-nurse aggression, disruptive behavior, or incivility, undermines a culture of safety and negatively impacts patient care. 2,3 This experience, known to nurses as “eating their young,” isn't only intimidating and disruptive, it's also costly and demoralizing to the nursing profession and healthcare organizations. 4,5 Although the impact of LHV can be dreadful for both the institution and its staff, little is known about the reasons for these behaviors among nursing professionals. 2

LHV encompasses all acts of meanness, hostility, disruption, discourtesy, backbiting, divisiveness, criticism, lack of unison, verbal or mental abuse, and scapegoating. 6 The sole intent of bullying behaviors is to purposefully humiliate and demean victims. Bullying behaviors also taint healthcare organizations; cause irreparable harm to workplace culture; breakdown team communication; and severely impact the quality of the care provided, thereby jeopardizing patient safety. 7,8 Researchers have reported that acts of LHV are used to demonstrate power, domination, or aggression; for retribution; to control others; and to enhance self-image. 9-12

Previous studies have shown that the frequency of LHV in healthcare organizations is quite severe, with about 90% of new nurses surveyed reporting acts of incivility by their coworkers. 13 Sixty-five percent of nurses in one survey reported witnessing incidents of despicable acts, whereas another 46% of coworkers in the same survey reported the issue as “very serious” and “somewhat serious.” 13

LHV poses a significant challenge for nurse leaders who are legally and morally responsible for providing a safe working environment. 2,6 The purpose of this qualitative, grounded theory study was to gain a deeper understanding of nurse leaders' perceptions of their role in addressing LHV and develop a substantive theory from the results.

Literature review

A paucity of evidence exists in the literature regarding how nurse leaders perceive their role in addressing LHV. 14 Studies have shown that this phenomenon is attributed to heavy workloads, a stressful work environment, and lack of workgroup cohesiveness, as well as organizational factors such as misuse of authority and the lack of organizational policies and procedures for addressing LHV behaviors. 15

In one study, one-third of the nurses reported that they had observed emotional abuse during several of their work shifts. 16 Another study indicated that 30% of survey respondents (n = 2,100) stated LHV occurs weekly. 17 A third study revealed that 25% of participants noted LHV happened monthly, and a fourth study of ED nurses reported that about 27.3% of the nurses had experienced LHV perpetrated by nursing leadership (managers, supervisors, charge nurses, and directors), physicians, or peers in the last 6 months. 18

In a survey completed by members of the Washington State Emergency Nurses Association, 27% of respondents experienced acts of bullying in the past 6 months. 19 Another study reported that 27% to 85% of nurse respondents had experienced some form of uncivil behavior. 20 Other data have shown that those more vulnerable to violent, disruptive, and intimidating behaviors are newly licensed nurses beginning their careers. 21

Although nurse leaders can be perpetrators of LHV, they play an essential role in addressing LHV behaviors and creating a safe work environment. 22 The literature suggests that, in many cases, a lack of awareness and response by nurse leaders adds to the prevalence of LHV. 23 This may be due, in part, to nurse leaders being aligned with the perpetrators who are creating the toxic work environment. 6 The literature suggests that an environment where staff members feel safe to practice results in a culture that decreases burnout and promotes nurse retention and quality outcomes. 24,25

This qualitative, grounded theory study focused on nurse leaders' perception of their role in breaking the cycle of LHV for staff members whom they supervise. Two research questions guided the study: 1. How do nurse leaders perceive their role in addressing LHV among nursing staff members under their supervision? 2. What substantive theory may emerge from the data collected during interviews with nurse leaders?

A grounded theory methodology was used to explore the nurse leader's role in addressing LHV with the intent of developing a substantive theory through the meaningful organization of data themes to provide a framework to address the phenomenon of LHV. Purposive sampling was used to recruit a total of 14 participants for this study from a large healthcare system in the Southeastern US. The participants were chosen because of their experience with LHV and their ability to discuss and reflect on those experiences. Informed consent was obtained before the start of the study, which included explaining the reason for the study and what to expect. In addition, permission was obtained from the Institutional Review Board.

Data collection and analysis

Demographic data collected to describe the sample included gender, age range, number of years holding a management position, supervisory responsibility, and highest degree obtained. (See Table 1 .)

Semistructured, in-depth interviews were the primary mode of data collection. The recorded interviews were conducted face-to-face and lasted about 60 minutes. Data collection continued until saturation was achieved. Data saturation occurred when no new descriptive codes, categories, or themes were emerging from the analyzed data. The interviews were transcribed verbatim and verified through a member check process.

During the data analysis process, themes and patterns were identified. Data from each participant's interview were examined to determine if the responses were aligned with the identified themes. Analysis of the data included coding at increasingly abstract levels and constant comparison. Qualitative software assisted in coding the information and uncovering subtle trends.

Four themes emerged from core categories developed during the qualitative data coding process.

Theme 1: Understanding/addressing LHV . In question one, participants were asked to describe their understanding of LHV. Five subthemes emerged from the data collected with this question. (See Table 2 .)

Theme 2: Experience addressing LHV . In the second question, participants were asked about their experience with addressing incidents of LHV. Six subthemes were identified. (See Table 3 .)

Theme 3: Role perception in addressing LHV . In the third question, participants were asked what they perceive their role to be in addressing LHV. Six subthemes resulted from this question. (See Table 4 .)

Theme 4: Organizational impediment to addressing LHV . In question four, participants were asked to describe the factors within the organization that influence or impede their role in addressing LHV. This question yielded nine subthemes. (See Table 5 .)

Substantive theory

As a result of the themes that emerged from the data, a substantive theory was developed. This is especially important for the nursing profession to develop as a scientifically based practice. Theories help guide research and provide the expansion, generation, and validation of the science of nursing knowledge. 26 The substantive theory will help nurse leaders become more cognizant of the role that effective leadership plays in preventing or intervening in incidents of LHV in the workplace. The analysis revealed that nurse leaders are aware that the quality of patient care and staff well-being can be adversely affected by the impact of LHV.

Data themes were used to formulate the following theory: Nurse leaders address LHV affecting their staff members by solving problems, creating a safe work environment, and reducing institutional barriers that impede addressing LHV in a timely fashion. Nurse leaders perceive their role as a problem-solver, which is a necessary step in advocacy. 27 Problem-solving is a process that contains the elements of decision-making and critical thinking. 28

The theory that emerged from the core categories explicitly focused on the central phenomenon of LHV in the nursing work environment. Figure 1 shows the interrelatedness of the themes to the resultant substantive theory.

Discussion and implications

The study results have several implications for both the nursing profession and nurse leaders. The nursing profession requires decisive and robust leadership, and the role of the nurse leader is to be a combination of nurturer, investigator, and judge to examine incidents of LHV. 26,29-32 Nurse leaders are responsible for setting the tone and expectations for a safe work environment. This includes modeling the expected ethical behaviors; for example, doing the right things for the right reasons, being collegial toward each other, and being respectful of other's differences. One participant remarked, “This is a different world based on how I was raised. I was raised to be respectful to people.”

In addition, nurse leaders are responsible for enforcing policies created to address disruptive behaviors and working with the administration as soon as an incident occurs. Past research indicates that a healthy and collaborative work environment fosters nurse engagement and patient safety. 25,30 Staff members and patients need a leader to protect them when necessary; thus, the nurse leader needs to “walk the walk” in providing a safe environment for all. Nurse leaders engaged in these kinds of behaviors are providing strong leadership and practicing strong decision-making, thus ensuring the continued robustness of their organizations.

Recommendations and limitations

Future research could replicate this study in a different geographic region to explore the causes of LHV by soliciting the views of nursing students, new graduate nurses, and nurse educators from unionized and nonunionized hospital systems and comparing the results to further understand this phenomenon. Additionally, developing a tool to test the substantive theory could substantiate the nurse leader's role as a problem-solver to address incidence of LHV in the workplace.

The decision to conduct this study in one type of healthcare organization limits the ability to compare the interviewed nurse leaders' experiences with nurse leaders in other healthcare organizations. The experiences of nurses in other healthcare organizations may be different; thus, overall generalizability of the study may be limited.

Say “no” to the status quo

The results of this study support the findings of previous researchers. 23,31,33,34 Accepting the status quo is unacceptable and can cause irreparable harm to organizational well-being if LHV isn't addressed. Collaboration between nurse leaders and administrators is essential to successfully reduce institutional obstacles that prevent the timely handling of LHV incidents. The role of the nurse leader as a problem-solver should be clear, defined, and well supported to seek resolutions to toxic behaviors that are hurting the work environment. But we must remember that creating a policy doesn't equal change. Every employee from the lowest level in the organization to the highest ranks of administration must model civil behaviors.

INSTRUCTIONS Nurse leaders as problem-solvers: Addressing lateral and horizontal violence

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If we’re all so busy, why isn’t anything getting done?

Have you ever asked why it’s so difficult to get things done in business today—despite seemingly endless meetings and emails? Why it takes so long to make decisions—and even then not necessarily the right ones? You’re not the first to think there must be a better way. Many organizations address these problems by redesigning boxes and lines: who does what and who reports to whom. This exercise tends to focus almost obsessively on vertical command relationships and rarely solves for what, in our experience, is the underlying disease: the poor design and execution of collaborative interactions.

About the authors

This article is a collaborative effort by Aaron De Smet , Caitlin Hewes, Mengwei Luo, J.R. Maxwell , and Patrick Simon , representing views from McKinsey’s People & Organizational Performance Practice.

In our efforts to connect across our organizations, we’re drowning in real-time virtual interaction technology, from Zoom to Slack to Teams, plus group texting, WeChat, WhatsApp, and everything in between. There’s seemingly no excuse to not collaborate. The problem? Interacting is easier than ever, but true, productive, value-creating collaboration is not. And what’s more, where engagement is occurring, its quality is deteriorating. This wastes valuable resources, because every minute spent on a low-value interaction eats into time that could be used for important, creative, and powerful activities.

It’s no wonder a recent McKinsey survey  found 80 percent of executives were considering or already implementing changes in meeting structure and cadence in response to the evolution in how people work due to the COVID-19 pandemic. Indeed, most executives say they frequently find themselves spending way too much time on pointless interactions that drain their energy and produce information overload.

Most executives say they frequently find themselves spending way too much time on pointless interactions.

Three critical collaborative interactions

What can be done? We’ve found it’s possible to quickly improve collaborative interactions by categorizing them by type and making a few shifts accordingly. We’ve observed three broad categories of collaborative interactions (exhibit):

• Decision making, including complex or uncertain decisions (for example, investment decisions) and cross-cutting routine decisions (such as quarterly business reviews)
• Creative solutions and coordination, including innovation sessions (for example, developing new products) and routine working sessions (such as daily check-ins)
• Information sharing, including one-way communication (video, for instance) and two-way communication (such as town halls with Q&As)

Below we describe the key shifts required to improve each category of collaborative interaction, as well as tools you can use to pinpoint problems in the moment and take corrective action.

Decision making: Determining decision rights

When you’re told you’re “responsible” for a decision, does that mean you get to decide? What if you’re told you’re “accountable”? Do you cast the deciding vote, or does the person responsible? What about those who must be “consulted”? Sometimes they are told their input will be reflected in the final answer—can they veto a decision if they feel their input was not fully considered?

It’s no wonder one of the key factors for fast, high-quality decisions is to clarify exactly who makes them. Consider a success story at a renewable-energy company. To foster accountability and transparency, the company developed a 30-minute “role card” conversation for managers to have with their direct reports. As part of this conversation, managers explicitly laid out the decision rights and accountability metrics for each direct report. The result? Role clarity enabled easier navigation for employees, sped up decision making, and resulted in decisions that were much more customer focused.

How to define decision rights

We recommend a simple yet comprehensive approach for defining decision rights. We call it DARE, which stands for deciders, advisers, recommenders, and executors:

Deciders are the only ones with a vote (unlike the RACI model, which helps determine who is responsible, accountable, consulted, and informed). If the deciders get stuck, they should jointly agree on how to escalate the decision or figure out a way to move the process along, even if it means agreeing to “disagree and commit.”

Advisers have input and help shape the decision. They have an outsize voice in setting the context of the decision and have a big stake in its outcome—for example, it may affect their profit-and-loss statements—but they don’t get a vote.

Recommenders conduct the analyses, explore the alternatives, illuminate the pros and cons, and ultimately recommend a course of action to advisers and deciders. They see the day-to-day implications of the decision but also have no vote. Best-in-class recommenders offer multiple options and sometimes invite others to suggest more if doing so may lead to better outcomes. A common mistake of recommenders, though, is coming in with only one recommendation (often the status quo) and trying to convince everyone it’s the best path forward. In general, the more recommenders, the better the process—but not in the decision meeting itself.

Executers don’t give input but are deeply involved in implementing the decision. For speed, clarity, and alignment, executers need to be in the room when the decision is made so they can ask clarifying questions and spot flaws that might hinder implementation. Notably, the number of executers doesn’t necessarily depend on the importance of the decision. An M&A decision, for example, might have just two executors: the CFO and a business-unit head.

To make this shift, ensure everyone is crystal clear about who has a voice but no vote or veto. Our research indicates while it is often helpful to involve more people in decision making, not all of them should be deciders—in many cases, just one individual should be the decider (see sidebar “How to define decision rights”). Don’t underestimate the difficulty of implementing this. It often goes against our risk-averse instinct to ensure everyone is “happy” with a decision, particularly our superiors and major stakeholders. Executing and sustaining this change takes real courage and leadership.

Creative solutions and coordination: Open innovation

Routine working sessions are fairly straightforward. What many organizations struggle with is finding innovative ways to identify and drive toward solutions. How often do you tell your teams what to do versus empowering them to come up with solutions? While they may solve the immediate need to “get stuff done,” bureaucracies and micromanagement are a recipe for disaster. They slow down the organizational response to the market and customers, prevent leaders from focusing on strategic priorities, and harm employee engagement. Our research suggests  key success factors in winning organizations are empowering employees  and spending more time on high-quality coaching interactions.

How microenterprises empower employees to drive innovative solutions

Haier, a Chinese appliance maker, created more than 4,000 microenterprises (MEs) that share common approaches but operate independently. Haier has three types of microenterprises:

• Market-facing MEs have roots in Haier’s legacy appliance business, reinvented for today’s customer-centric, web-enabled world. They are expected to grow revenue and profit ten times faster than the industry average.
• Incubating MEs focus on emerging markets such as e-gaming or wrapping new business models around familiar products. They currently account for more than 10 percent of Haier’s market capitalization.
• “Node” MEs sell market-facing ME products and services such as design, manufacturing, and human-resources support.

Take Haier. The Chinese appliance maker divided itself into more than 4,000 microenterprises with ten to 15 employees each, organized in an open ecosystem of users, inventors, and partners (see sidebar “How microenterprises empower employees to drive innovative solutions”). This shift turned employees into energetic entrepreneurs who were directly accountable for customers. Haier’s microenterprises are free to form and evolve with little central direction, but they share the same approach to target setting, internal contracting, and cross-unit coordination. Empowering employees to drive innovative solutions has taken the company from innovation-phobic to entrepreneurial at scale. Since 2015, revenue from Haier Smart Home, the company’s listed home-appliance business, has grown by more than 18 percent a year, topping 209 billion renminbi ($32 billion) in 2020. The company has also made a string of acquisitions, including the 2016 purchase of GE Appliances, with new ventures creating more than $2 billion in market value.

Empowering others doesn’t mean leaving them alone. Successful empowerment, counterintuitively, doesn’t mean leaving employees alone. Empowerment requires leaders to give employees both the tools and the right level of guidance and involvement. Leaders should play what we call the coach role: coaches don’t tell people what to do but instead provide guidance and guardrails and ensure accountability, while stepping back and allowing others to come up with solutions.

Haier was able to use a variety of tools—including objectives and key results (OKRs) and common problem statements—to foster an agile way of working across the enterprise that focuses innovative organizational energy on the most important topics. Not all companies can do this, and some will never be ready for enterprise agility. But every organization can take steps to improve the speed and quality of decisions made by empowered individuals.

Managers who are great coaches, for example, have typically benefited from years of investment by mentors, sponsors, and organizations. We think all organizations should do more to improve the coaching skills of managers and help them to create the space and time to coach teams, as opposed to filling out reports, presenting in meetings, and other activities that take time away from driving impact through the work of their teams.

But while great coaches take time to develop, something as simple as a daily stand-up or check-in can drive horizontal connectivity, creating the space for teams to understand what others are doing and where they need help to drive work forward without having to specifically task anyone in a hierarchical way. You may also consider how you are driving a focus on outcomes over activities on a near-term and long-term basis. Whether it’s OKRs or something else, how is your organization proactively communicating a focus on impact and results over tasks and activities? What do you measure? How is it tracked? How is the performance of your people and your teams managed against it? Over what time horizons?

The importance of psychological safety. As you start this journey, be sure to take a close look at psychological safety. If employees don’t feel psychologically safe, it will be nearly impossible for leaders and managers to break through disempowering behaviors like constant escalation, hiding problems or risks, and being afraid to ask questions—no matter how skilled they are as coaches.

Employers should be on the lookout for common problems indicating that significant challenges to psychological safety lurk underneath the surface. Consider asking yourself and your teams questions to test the degree of psychological safety you have cultivated: Do employees have space to bring up concerns or dissent? Do they feel that if they make a mistake it will be held against them? Do they feel they can take risks or ask for help? Do they feel others may undermine them? Do employees feel valued for their unique skills and talents? If the answer to any of these is not a clear-cut “yes,” the organization likely has room for improvement on psychological safety and relatedness as a foundation to high-quality interactions within and between teams.

Information sharing: Fit-for-purpose interactions

Do any of these scenarios sound familiar? You spend a significant amount of time in meetings every day but feel like nothing has been accomplished. You jump from one meeting to another and don’t get to think on your own until 7 p.m. You wonder why you need to attend a series of meetings where the same materials are presented over and over again. You’re exhausted.

An increasing number of organizations have begun to realize the urgency of driving ruthless meeting efficiency and of questioning whether meetings are truly required at all to share information. Live interactions can be useful for information sharing, particularly when there is an interpretive lens required to understand the information, when that information is particularly sensitive, or when leaders want to ensure there’s ample time to process it and ask questions. That said, most of us would say that most meetings are not particularly useful and often don’t accomplish their intended objective.

We have observed that many companies are moving to shorter meetings (15 to 30 minutes) rather than the standard default of one-hour meetings in an effort to drive focus and productivity. For example, Netflix launched a redesign effort to drastically improve meeting efficiency, resulting in a tightly controlled meeting protocol. Meetings cannot go beyond 30 minutes. Meetings for one-way information sharing must be canceled in favor of other mechanisms such as a memo, podcast, or vlog. Two-way information sharing during meetings is limited by having attendees review materials in advance, replacing presentations with Q&As. Early data show Netflix has been able to reduce the number of meetings by more than 65 percent, and more than 85 percent of employees favor the approach.

Making meeting time a scarce resource is another strategy organizations are using to improve the quality of information sharing and other types of interactions occurring in a meeting setting. Some companies have implemented no-meeting days. In Japan, Microsoft’s “Work Life Choice Challenge” adopted a four-day workweek, reduced the time employees spend in meetings—and boosted productivity by 40 percent. 1 Bill Chappell, “4-day workweek boosted workers’ productivity by 40%, Microsoft Japan says,” NPR, November 4, 2019, npr.org. Similarly, Shopify uses “No Meeting Wednesdays” to enable employees to devote time to projects they are passionate about and to promote creative thinking. 2 Amy Elisa Jackson, “Feedback & meeting-free Wednesdays: How Shopify beats the competition,” Glassdoor, December 5, 2018, glassdoor.com. And Moveline’s product team dedicates every Tuesday to “Maker Day,” an opportunity to create and solve complex problems without the distraction of meetings. 3 Rebecca Greenfield, “Why your office needs a maker day,” Fast Company , April 17, 2014, fastcompany.com.

Finally, no meeting could be considered well scoped without considering who should participate, as there are real financial and transaction costs to meeting participation. Leaders should treat time spent in meetings as seriously as companies treat financial capital. Every leader in every organization should ask the following questions before attending any meeting: What’s this meeting for? What’s my role? Can I shorten this meeting by limiting live information sharing and focusing on discussion and decision making? We encourage you to excuse yourself from meetings if you don’t have a role in influencing the outcome and to instead get a quick update over email. If you are not essential, the meeting will still be successful (possibly more so!) without your presence. Try it and see what happens.

High-quality, focused interactions can improve productivity, speed, and innovation within any organization—and drive better business performance. We hope the above insights have inspired you to try some new techniques to improve the effectiveness and efficiency of collaboration within your organization.

Aaron De Smet is a senior partner in McKinsey’s New Jersey office; Caitlin Hewes is a consultant in the Atlanta office; Mengwei Luo is an associate partner in the New York office; J.R. Maxwell is a partner in the Washington, DC, office; and Patrick Simon is a partner in the Munich office.

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A revised version of this apprenticeship standard has been agreed and is available for information only at present. In the meantime, the version below remains approved for delivery. Further details of this and other occupational standards in revision are available in the revisions status report.

Overview of the role

Managing teams and projects to meet a private, public or voluntary organisation's goals.

Reference Number: ST0384

Details of standard, o ccupation.

A Team leader or ​supervisor is a first line management role, with operational and project responsibilities or responsibility for managing a team to deliver a clearly defined outcome. They provide direction, instructions and guidance to ensure the achievement of set goals. Working in the private, public or third sector and in all sizes of organisation, specific responsibilities will vary, but the knowledge, skills and behaviours needed will be the same whatever the role.

Key responsibilities are likely to include supporting, managing and developing team members, managing projects, planning and monitoring workloads and resources, delivering operational plans, resolving problems, and building relationships internally and externally.

Typical job titles: 

Supervisor, Team leader, Project officer, Shift supervisor, Foreperson, and Shift manager.

Entr y requirements

The entry requirement for this apprenticeship will be decided by each employer, but may typically be five GCSEs at Grade C or higher.

Requirements: knowledge, skills and behaviours

Typically this apprenticeship will take 12 – 18 months

Qu a l i fi cations

Apprentices without level 2 English and maths will need to achieve this level prior to taking the end-point assessment.

P ro g r e ssion

On completion, apprentices may choose to register as Associate Members with the Chartered Management Institute and/or the Institute of leadership and management, to support their professional career development and progression.

Rev i e w date

This standard should be reviewed within three years of its approval.

Crown copyright © 2024. You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. Visit www.nationalarchives.gov.uk/doc/open-government-licence

Team leader and supervisor assessment plan

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If you are interested in becoming an apprentice -

you can find out more at www.gov.uk becoming an apprentice.

You can also search for an apprenticeship.

For all other queries please contact us.

If you are a potential employer -

you can find out more about hiring apprentices at www.gov.uk/employinganapprentice.

If you have a query about the apprenticeship standard content or Trailblazer membership

the trailblazer contact for this standard is [email protected] [email protected]

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More From Forbes

5 time tested mental models to help you become a better change leader.

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In today's fast-paced environment, effective change leadership is essential. However, navigating the complexities of transformation can be daunting. This is where mental models come into play. Mental models are cognitive frameworks that help us comprehend and interpret our surroundings. For change leaders, these models can serve as valuable tools, enabling clearer thinking and better decision-making. Let's explore five time-tested mental models that can elevate your change leadership abilities.

First Principles Thinking

First Principles Thinking is about deconstructing complex problems into their most basic elements. It allows leaders to identify the core truths and build solutions from the ground up.

Why is this relevant to leading change? Because change often involves complex challenges with many moving parts. By breaking down these challenges to their fundamental components, you can uncover innovative solutions and avoid getting bogged down by assumptions and conventions. It's like stripping down a machine to its essential parts to understand how it works and how it can be improved.

How can you practice First Principles Thinking? Start by questioning every assumption related to the change you're leading. Ask yourself, "What do I know for sure?" and "Why is this important?" Challenge the status quo and encourage your team to do the same. When faced with a problem, try to reconstruct it from scratch, focusing on the fundamental truths rather than accepted practices.

Second Order Thinking

Second Order Thinking involves considering the long-term consequences of decisions, not just the immediate outcomes. It's about thinking several steps ahead.

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Why is this mental model crucial for change leaders? Because any significant change will have ripple effects throughout an organization. These effects aren't always immediately apparent and failing to anticipate them can lead to unforeseen challenges. By adopting Second Order Thinking, you can better prepare for and mitigate potential negative impacts, ensuring a smoother transition.

To incorporate Second Order Thinking into your decision-making, always ask, "And then what?" Consider the cascading effects of your actions. For example, if you're implementing a new technology, think beyond its immediate benefits and consider how it might affect workflow, employee morale and customer experience in the long run. This holistic approach will help you make more informed and sustainable decisions.

Inversion Technique

The Inversion Technique is about thinking backward to move forward. Instead of asking how to achieve a goal, you consider what might prevent you from achieving it.

Why is inversion relevant to leading change? Because identifying potential obstacles and pitfalls in advance can help you avoid them. It forces you to look at the change process from a different angle, revealing blind spots and helping you develop more robust strategies.

To practice the Inversion Technique, start by envisioning the worst-case scenarios. Ask yourself, "What could go wrong?" and "What would failure look like?" Once you have a clear picture of potential pitfalls, you can take proactive steps to address them. This negative visualization can be a powerful tool for risk management and contingency planning, ensuring you're prepared for any eventuality.

The Pareto Principle

The Pareto Principle, also known as the 80/20 rule, suggests that 80% of outcomes result from 20% of efforts. It's about focusing on what truly matters.

Why should change leaders care about the Pareto Principle? Because in any change initiative, resources are limited. By identifying and concentrating on the critical few factors that will have the most significant impact, you can maximize efficiency and effectiveness. It's about working smarter, not harder.

To apply the Pareto Principle, start by analyzing your change initiative to identify the key drivers of success. Ask yourself, "What are the 20% of activities that will yield 80% of the results?" Focus your energy and resources on these high-impact areas. This targeted approach will help you achieve more with less, driving meaningful progress without overextending your team.

The Map is not Your Territory

This mental model reminds us that our perceptions and representations of reality are just that—representations. They are not the reality itself.

Why is this distinction important for leading change? Because leaders often rely on data, reports, and plans to guide their decisions. While these tools are valuable, they can never fully capture the complexity and nuances of real-world situations. Recognizing this limitation helps you stay adaptable and responsive to actual conditions as they unfold.

To practice this mental model, remain open-minded and flexible. Regularly validate your assumptions and plans against the real-world outcomes. Engage with your team and stakeholders to gather diverse perspectives and feedback. The goal is to adapt and iterate based on what you learn, not to rigidly follow a plan that might become outdated or incomplete.

These models provide frameworks for navigating the intricacies of transformation, helping you to break down complex problems, foresee long-term impacts, identify potential obstacles, focus on high-impact activities and remain adaptable to real-world conditions. Embrace these mental models as part of your change leadership toolkit and you'll be well-equipped to lead your organization through successful change.

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Cook County Invites Public Participation in Environmental Justice Policy Planning Process

Cook County’s Department of Environment and Sustainability (DES) invites residents to participate in its 2024 environmental justice survey, which will aid in the creation of a countywide environmental justice policy. Once adopted by the County, the environmental justice policy can help inform and guide programming and policy decision-making across the Offices Under the President.  “Establishing an environmental justice policy is a priority for my administration and it will serve as an instrument for fairness, helping us build vibrant, sustainable and inclusive communities," said Cook County Board President Toni Preckwinkle. "The County's dedication to environmental justice work is an example of how we can and will lead with policy that puts compassion and equity first."

Those who live or work in Cook County are encouraged to share their concerns about environmental impacts on the community by participating in a brief survey. Survey responses must be received by midnight on Wednesday, July 17, 2024. To complete the confidential survey, please visit:

https://cookgov.me/EnvironmentalJustice

Historically, communities of color and low-income communities have experienced disproportionate environmental burdens. Responding to the compounding effects of environmental inequities and preparing for additional challenges resulting from climate change are crucial aspects of the County’s strategic plan. 

“As an environmental engineer, I know that problem solving can be complicated. Input and engagement from our community are vital to informing the work of DES and the Cook County Board. Residents know best how to improve their community and how the government can better serve them. That’s why I’m excited that DES is launching this environmental justice survey,” Cook County Commissioner and Chair of the Environment and Sustainability committee, Bridget Degnen said. “The environmental justice survey is another step we are taking to hear directly from residents. Through these responses, we can make better, more informed policies to address their needs, while fighting for environmental justice in spaces that need it most.”

Cook County is working with an Environmental Justice Community Advisory Committee to co-develop this policy, a process that is being supported by the Center for Neighborhood Technology. This committee is made up of dedicated community leaders and advocates from diverse locations and backgrounds. The committee members are: Delia Barajas (Voces Fieles Comunitarias Contra la Opresión), Oliver Ciciora (Southsiders Organized for Unity and Liberation), Aliaa Eldabli (Radiant Vessels Community Services), Jerri Garl (Environmental Justice Evanston), Jersey-Shabazz Hosier (Access Living), Fredia Lindsey (resident of Robbins), Theresa Reyes McNamara (Southwest Environmental Alliance), Daisy Rosa (resident of Rolling Meadows), Gina Roxas (Trickster Cultural Center), Myrna Salgado (Chicago Environmental Justice Network), Apostle Carl White, Jr. (Southland Ministerial Health Network) and Michelle Yates (South Suburbs for Greenspace). 

"Listening to residents is a crucial step in developing Cook County's first Environmental Justice Policy," Cook County Commissioner and Vice-Chair of the Environment and Sustainability committee, Josina Morita said.

The creation of an environmental justice policy was requested in the Cook County COVID-19 Response Plan, the Cook County Equity Fund Taskforce recommendations and in Cook County Board Resolution 23-1092. The County anticipates releasing a public draft of the policy in early 2025, followed by opportunities for comment at public town hall meetings and a second survey in 2025. 

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