© sibgat | stock.adobe.com

Perhaps you’ve seen it in the people around you. The purchasing agent who fails to act on a decision she knows is correct. The customer rep who spends too much time thinking through decisions that should come automatically. The supervisor who lets people slide in their performance rather than working to correct behavior.

When I was a new boss, I hired someone who listened intently to all the training. She had the smarts to do the job, but she couldn’t seem to act on any decision that involved an element of uncertainty. I thought she just needed more training, so that’s what I gave her. I worried that I wasn’t being an effective supervisor. Finally, I confronted her about why she avoided making decisions.

“I just don’t like making mistakes,” she said. I assured her that we all make mistakes, and no one was going to judge her as long as she did the best she could. From there on, things got better. Unfortunately, it took me weeks to approach her in the first place. Why? Because I didn’t want to make a mistake.

This kind of behavior occurs for several reasons. First, there can be a lack of confidence. Second, there might be the fear of doing something wrong or looking dumb in front of others. Finally, a person’s self-limiting beliefs might get in the way. Have you ever been faced with making a decision that is far outside of what you think you’re capable of? We all have. How long did it take you to finally make the leap? When it all worked out, did you feel a boost in your sense of confidence and expanded vision?

So, how do you close the knowing-doing gap in those you supervise? Try the following approaches.

Be Openly Supportive

You might begin by saying something like, “I’ve noticed you seem to struggle with making certain decisions. Tell me about that.” Then wait through the awkward silence for the person to respond. What they say in response will guide you in how to coach them.

Show Empathy

We all have a threshold where our self-talk and self-limiting beliefs get in the way of our decision making. Saying something like, “I’ve been in this situation, just like you,” assures them that they’re not alone in their uncertainty or even fear. By the way, there’s no need to share your journey. Just let them know you feel for them and want to help.

Drill Down

You might ask, “What do you think about when making this kind of decision?” Then get quiet and let them explain. Then break down each of those concerns and whether it’s legitimate or just emotion. Most decisions involve some degree of uncertainty. It’s the irrational fears that can freeze us in place.

Coach on Preparation

Once they have explained their fears and concerns, ask “How can you prepare for each of these issues?” Preparing for the variety of possible outcomes to a decision will help them feel more self-assured. When they do this enough, they will close the knowing-doing gap.

Think Together

One of the most effective ways to determine if someone is thinking the right way is the concept of “think-alouds.” Ask them to think out loud as they work to resolve the issue. This will allow you to see how they think and correct or guide their process if it starts to go off track or gets stuck. This is the perfect time to discuss how to deal with the uncertainty and fear of being wrong. Just make sure they do all the thinking. You should be facilitating, not leading. When they come to a good solution, praise them. After all, it was their idea.

Finally, look for the knowing-doing gap during hiring. Compelling applicants to demonstrate their problem-solving skills during screening will inform you as to how they will manage the uncertainty that arises with many workplace decisions. You may still choose to hire them, especially in a tight job market. But you’ll know where to meet them as they join your team.

MANA welcomes your comments on this article. Write to us at [email protected].

Editor’s Note: For additional information about the “knowing-doing gap” that the author references in this article, readers are referred to the book The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action, by Jeffrey Pfeffer and Robert I. Sutton, which was published in 2000.