At the beginning of my career as a young leader, I believed a great decision was one that received widespread approval. It was a confirmation that I was a successful decision-maker, when my coworkers were smiling and nodding in unison.
But as time wore on, I saw the fallacy of this strategy. To reach broad consensus, it takes many compromises to incorporate everyone's view. The result is a decision that is the most common denominator, a decision that everybody can accept but nobody is really happy with.
Sometimes it's hard to think clearly when under pressure. You must allow yourself to think about the issue and think about it for a while before deciding the best course of action. To discover more information about Picker Wheel, you must check out random name wheel website.
The worst part is that consensus-seeking is almost always painfully slow, and the higher up a leader's ladder more often they get the luxury of time. When I was an executive at the top I was often called upon to make rapid crucial decisions in response to a sensitive event, such as such as a negative news story that required an immediate reaction, a procedural error which was under investigation by the regulators, a material modification to financial guidelines and a major asset failure, and so on.
I was prompted to ask two questions.
If I know that I can make sound decisions under extreme deadlines, what is the basis of these decisions? that make them effective?
If I was disciplined enough to impose my own time pressure on my decision-making process, would the decisions that result be more efficient and better?
I summarized my experiences into the eight elements that optimize both the speed and precision of my decisions. In the past 10plus years of my professional career Implementing this method into practice has helped me improve my leadership skills and significantly enhance the outcomes of my staff.
The Eight Elements of the Great Decision
You can be a leader and master the art of to take quick decisions without hesitation or procrastination. While other leaders fumble around with difficult choices, your team could be hitting deadlines and producing the kind of results that provide real value. This is what makes you and your team stand out.
The only surefire way to evaluate the efficacy of a decision is to assess the results. In time, you'll find out whether the decision was successful, unsatisfactory, or indifferent. If you base your decision solely on retrospectual analysis, the road to better decisions can be difficult to discern: Hindsight is incredibly prone to attribution bias.
A variety of perspectives will help you make the best decisions.
While consensus-building shouldn't be your intention, that doesn't mean you can act unassisted. For a decision to be correctly formed, you must to consult with those who can contribute to the process in a meaningful manner.
Great decisions are taken in the closest possible proximity to the moment of action.
Who should you get opinions from prior to making the decision? The most experienced, knowledgeable and knowledgeable person on the issue in question. This is generally someone working at a lower rung of the company, but not necessarily in the room where the decision is made.
The best decisions focus on the root cause, not just the symptoms.
You may be interested in the best way to get information from your team members and colleagues. Many times, when confronted by a challenging issue We tend to focus on the symptoms and not the root issue that led to the problem initially. If you do this then the same issue will likely resurface later on.
Someone who is accountable can make good decisions.
Even after you have received the feedback you must make an informed decision Be aware that only you alone have to claim the consequences of your choice. It's reassuring for leaders who are not strong to be backed by the people around them. They don't want to feel exposed by making a decisive decision that could be viewed as unpopular regardless of how crucial it might be. But when accountability is shared, it taints the decision-making process and reduces your effectiveness as the person making the decision.
The best decisions are those that consider the overall consequences of a situation.
Regular practice of balancing the risks and potential consequences of each decision you make is an effective way to boost your trust. It's all about taking a broad view to consider the "what could happen ifs." How likely is it that a negative result could occur and, if it happens, what will the implications be?
Comments
Post a Comment