A team member says, “I just have a quick question for you before you leave.” You’re slipping your coat over one arm, while juggling your briefcase in the other. Against your better judgment, you say, “How can I help?” You’ve put up a yield sign and the employee races through it: “Do you think I should run this ad next week?”

While half your brain is focusing on your scheduled activity, you’re also thinking: “Is this something I should be deciding? Do I want to make this decision without further discussion or input from others? When does this decision need to be made? What if I say no?” Instead of voicing these concerns, you say, “Yes” and keep on walking out the door.

The following week, you realize the cost of that snap decision. Because the direct mail campaign launched late and the 1-800 number on the ad did not get directed to the call center, you’re putting out fires all week—all because you did not provide time for proper deliberation and questioning.
Imagine the difference if you had simply asked about the urgency of the decision: “When does this decision need to be made?” If the employee said, “By tomorrow afternoon,” you could delay the decision until you had more time and information. “Great,” you might have said, “why don’t you get on my calendar for a half hour between now and then, and make sure you come with your recommendation.”

By identifying the level of urgency, you might have averted the direct mail and 1-800 number fiasco. And, if you follow this protocol in the future, you’ll avoid making decisions that are not really yours to make in the first place. Often it’s not a coincidence that employees ask important questions just as you’re on your way out. They may want you to take or share responsibility for decisions they themselves ought to make. If an employee does this regularly, recognize it for what it is: responsibility avoidance. And take steps to curb this behavior pattern.

What if the employee said that the decision needed to be made in the next hour? If time is of the essence, determine the decision’s significance. You might ask, “What are the consequences of making the wrong decision?”

Once you learned about the potential breech between the call center and the direct mailers, you would weigh it against your previously scheduled activity and its relative urgency. Even if you were meeting your boss or a peer for lunch, you ought not to think twice about canceling. No commitment, unless it takes a higher priority to help you achieve the overall goal of the company, should keep you from assisting with your employee’s dilemma. Leadership is about allocation of resources and you are one of the company’s most valuable resources. Then, once the situation has been dealt with, address the employee’s failure to bring this decision to your attention earlier.

If you get caught in the hall or on your way out, do a quick calculation involving your scheduled activity, your team member’s need, and the relative urgency of both. Ask questions that establish the timeframe and significance of your team member’s need, so you can make an informed decision.