How to Enable Better Decision-Making Across Distances
In many organizations, decision makers operate several levels removed from the situations they’re tasked with influencing. Whether hierarchically distanced as executives or cross-functionally as leaders from different departments, these decision makers must rely on others to provide them with a clear understanding of the problem at hand. Yet, the complexity and dynamic nature of many situations make it challenging to convey accurate information in a way that leads to effective decisions.
The risk here is significant: if a decision maker upstream doesn’t fully understand the nuances, their decisions could cause resistance, worsen the situation, or lead to unintended consequences downstream. To avoid this, those closer to the problem need to communicate the situation in simple, clear terms while preserving the critical details. Using principles from mission command, a military leadership philosophy that emphasises clarity of intent, adaptability, and trust, we can navigate these challenges effectively.
The Challenges of Hierarchical and Cross-Functional Communication
When decision makers are removed from the situation, they lack the direct experience and immediate context of those working on the front lines or in specialized functions. Misunderstandings can arise due to differences in priorities, perspectives, or even language used across functions or departments.
Additionally, hierarchically distanced leaders often focus on strategic, long-term goals, while those closer to the problem are managing operational, day-to-day details. Balancing these different viewpoints requires careful communication that emphasizes the key points without overwhelming the other decision maker with irrelevant details.
Applying Mission Command Principles to Communication
Mission command centers on empowering individuals to act within the framework of clear intent and trust. Here’s how you can apply these principles to effectively communicate complex situations to decision makers:
1. Clarify the Senior Leader(ship Team)’s Intent
Before you begin communicating, make sure you understand the senior leader or leadership team’s objectives. What strategic goals are they trying to achieve? This mirrors the commander’s intent in mission command — a clear understanding of the desired outcome that guides decision-making.
Practical Tip: Ask the senior leader what they see as the ideal outcome, then structure your communication around how your situation and the way you see it impacts that goal. Focus on aligning your message with their priorities to ensure relevance.
2. Simplify the Complexity, But Keep It Accurate
In a fast-moving, complex environment, it’s easy to get lost in the details. Mission command stresses the importance of simplicity, but without sacrificing critical information. The goal is to communicate the situation in a way that’s digestible yet comprehensive enough to inform sound decision-making.
Practical Tip: Use structured approaches like BLUF (Bottom Line Up Front), where you lead with the main point, followed by supporting details. This gives a hierarchically or cross-functionally distanced decision maker an immediate grasp of the core issue while allowing for further exploration if needed.
3. Highlight Critical Uncertainties and Dynamics
Hierarchically or cross-functionally distanced decision makers must understand not only the current situation but also how it could change. In mission command, leaders are trained to adapt to uncertainties and dynamic shifts. Communicating this requires emphasizing the known factors, the unknowns, and the critical variables that may affect the outcome.
Practical Tip: Use scenario planning to present a few likely outcomes based on current dynamics. Explain what factors might shift the situation in one direction or another, helping the distanced decision maker anticipate potential developments.
4. Focus on Key Levers
Not all aspects of a situation are equally important. In mission command, senior leaders focus on key levers — the most important factors that will drive the outcome. Similarly, in cross-functional communication, identify and emphasise the few critical elements that decision makers should focus on.
Practical Tip: Prioritise the most impactful 2–3 factors that will shape the situation’s outcome. Make it clear why these elements are crucial and what will happen if they’re not addressed.
5. Facilitate Two-Way Dialogue
Mission command emphasizes mutual understanding and trust, which requires a two-way flow of information. After presenting your view of the situation, ensure there’s room for dialogue, allowing the distanced decision maker to ask questions and clarify uncertainties.
Practical Tip: Encourage others to challenge your assumptions or explore different angles. This back-and-forth builds a shared understanding and allows you to refine the information to fit their decision-making needs.
6. Empower Decision Makers with Intent, Not Prescriptions
Finally, the mission command approach is about giving people the intent and outcomes to achieve, rather than prescriptive orders. In communicating with decision makers, your role is to help them understand the situation fully, so they can make informed decisions based on their judgment.
Practical Tip: Frame your communication around objectives and outcomes, rather than giving rigid recommendations. Allow decision makers the flexibility to adapt their approach based on their broader strategic view.
Conclusion
In organisations, hierarchically or cross-functionally distanced decision makers can still make impactful, informed decisions if they have a clear understanding of the situation others face. Applying mission command principles — clarity of intent, simplicity, focus on key factors, and mutual dialogue — provides a structured way to communicate complex, dynamic situations.
By aligning your communication with their goals, simplifying complexity, and highlighting uncertainties, you empower decision makers in other parts of the organisation to act with confidence, avoiding the pitfalls of misunderstanding and driving outcomes that are aligned with the broader organisational goals.
