Your approach to decision-making is one of the main areas you demonstrate inclusive leadership skills as a manager. While many aspects of your role are less visible to others, your decisions are seen and felt. Done well, inclusive decision-making fostersgreater participation, trust, and transparency on teams.
We recommend managers use shared vocabulary about modes of decision-making.
Inclusive Leadership Skills: Decision Modes
Different from a decision-making process (e.g., consensus, majority vote, individual decider, etc.), your decision mode describes the type of input you’re seeking. It tells people how you’ll engage with their input and conveys how open you are to ideas. It’s a tool for clear, effective communication.
Our decision-making spectrum has five modes:
1. Joint
Maximizes input and collaboration. Typically means a team will decide through voting or consensus.
2. Consult
The decision-maker(s) will use new ideas or feedback to shape the final outcome.
3. Test
The decision-maker(s) have an idea or draft and want to see how it lands with different audiences.
4. Persuade
The decision-maker(s) have a proposal and want to build buy-in. Concerns raised will inform improvements and might even change the decision.
5. Tell
The decision is made. The decision-maker(s) are sharing information.
In each mode, you’re aiming to engage or inform people closest to the work or most impacted by a decision.
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Why Mode Matters
The shared vocabulary helps participants understand “the ask” and prevents confusion about how decisions will be made. For example, a project manager might use the gradient above to clarify the purpose of a meeting: “We are viewing this as a joint decision. We’ll review the three options today, take questions, and vote using our normal process.” Later in the project, the same manager might meet with the team in a different mode: “To be transparent, I’m in test mode—I’ve thought about XYZ and am leaning toward this path, and I want to see whether you think it’s the right course before I decide. Is there anything else I should consider?”
Being clear about your mode is a key step in fair process decision-making.
For project leaders and managers, getting clear about your mode is a choice point. When staff routinely get asked for input that’s discounted or ignored, they are less likely to feel valued and included, which leads to disengagement—an experience that is all-too-often the norm for staff with marginalized identities or less power. When you’re transparent about your decision mode, it sets expectations and shows you respect people’s time, insight, and energy. Naming your mode is also a good time to reflect on the input you seek, from whom, and how often. Ask yourself:
- Which mode reflects how I will make this decision?
- Who will be impacted by this decision? Are there patterns along lines of race, gender, or other identities I need to be mindful of?
- Where can I build in more authentic collaboration or seek out new perspectives that are frequently left out?
- How often am I showing up in tell or persuade mode? What’s holding me back from seeking more participation in decisions?
Deciding Which Mode To Use
| Joint | Consult | Test | Persuade | Tell | |
|---|---|---|---|---|---|
| When… | The team is the decision-maker and will collaborate to come to agreement; often looks like voting or using a consent/consensus process | The decision-maker(s) are seeking input on a specific decision or option and will consider new ideas or feedback to shape the final outcome; this could look like brainstorming or weighing a few concrete options | Decision-maker(s) have a concept or draft and want to see how it works, lands, or holds up for different audiences | Decision-maker(s) want to build buy-in and have already done work to get here; concerns raised will inform improvements (and, in some rare cases, might change the decision) | The decision is made. Decision-maker(s) are sharing information, including context or rationale, to promote understanding; questions and input will aid implementation |
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Whether you’re in a group working toward consensus, a director gathering input to inform a decision, or a project leader building buy-in for a solution to a problem, transparency about decision modes combined with openness to feedback can help build the kind of authentic engagement that leads to better outcomes.
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