ESSENTIALS MANAGEMENT one of the alternatives, and writing out in as much detail as possible, why they chose it. “Writing out the decision shouldn’t be too hard because you’ve already listed the pros and cons and the formula,” says Rajaram. EXPLAIN The ifnal step of the framework requires the decision maker to explain the decision. In short, she must articulate why she chose the alternative that she did, and explain the anticipated impact of the decision. This process is much easier if the decision maker records her thoughts as soon as she makes the decision. This stage involves three steps: Run your decision and the process by the Approver. Again, the default of the Approver should be to monitor the decision process, not result. “Since the decision maker is leading the SPADE framework, it’s likely that the approver has not been as involved, and therefore can evaluate the decision with a fresh perspective. If you’re responsible for the decision, meet with the Approver, explain the decision, and get buy- in. If you created a high quality decision framework, she’s unlikely to veto it.” Convene a commitment meeting. It takes coordination, but it’s important to pull together all the consultants that have been involved in the decision. Reserve a conference room or line that will include all participants to date. And then walk them through the decision. “Now is when you explain the decision and really take ownership of the decision. There might be grumbling or disagreements, but this is the moment when you explicitly become the owner of the decision,” says Rajaram. Call a commitment meeting. Atfer the decision is made, it’s paramount that each person — regardless of being for or against the result — individually pledges support out loud in the meeting. “Go around the room and ask each one of them to support the decision one at a time,” he says. “Commitment meetings are really important, because when you pledge to support a decision in the presence of your peers, you’re much more likely to support it. As the decision maker, you’re responsible for executing on that decision, and so you need their support to help to move forward.” After a decision is made, each participant must commit support out loud. Pledging support aloud binds you to the greater good. 40