Many leaders find decision making difficult, especially when those decisions concern something important. This hesitancy is usually rooted in at least one of these four factors.
- Fear of making the wrong decision
- Fear the boss won’t agree with the decision
- Lack of knowledge about the issue
- Inability to separate fact from opinions.
Notice that these four factors fall in two general categories: fear and lack of knowledge. To complicate the issue, a lack of knowledge can intensify fear, so increasing knowledge decreases fear. It’s said that the only leaders who never fail are the ones who never try. It’s a fact that you won’t be right all the time; however, using a structured approach to decision making will definitely improve your chances of getting it right.
The following steps may seem time consuming but, whenever possible, take the time to consider each step. Often time constraints will prevent such a complete evaluation, but try to complete as many steps as possible. Once you become familiar with these steps and develop an efficient decision making process, emergencies will not be as difficult to handle successfully.
One of the benefits of a defined decision making process is removal, or at least control, of emotion. While a person devoid of emotion does not make a very good leader, neither is one who surrenders easily to emotion. A successful leader will accept the emotional response for what it is and temper it with careful evaluation of the facts surrounding the issue. Only then will they be a truly effective decision maker.
The following 10 steps form a process for good decision making.
- Define the issue.
Too often, leaders make a decision before they really know what the issue is. The first step is to know what it is that requires a decision.
- Gather information.
Learn as much as possible about the issue. Consult experts and, if possible, observe the situation for yourself. The more information a leader accumulates, the better the decision.
- Develop Alternatives.
It’s best to consider several different decisions. The first conclusion you reach may not be the best one.
- Discuss potential solutions.
Once you’ve developed alternatives, discuss them with experts to determine if they are appropriate.
- Step back.
Try to look at the issue from the point-of-view of a disinterested third party. This is difficult but will help you see nuances that are not visible to one who is intimately involved.
- Change your perspective.
Examine the issue, and especially your potential solutions from the point-of-of view of those who will be affected by your decision. Will your decision ultimately do more harm than good?
- Set the issue aside.
Once you’ve accomplished these six steps, set the issue aside for a little while. Of course you can only do this as time permits, but it really helps to put it out of your mind, then re-evaluate to make sure you’ve covered all the alternatives.
- Choose a course of action.
You’ve given the issue much thought and considered several alternatives. Now it’s time to take the plunge. Make the decision!
- Implement!
It might be difficult, but do it anyway.
- Evaluate.
Make sure to evaluate the effects of your decision so you can learn and adjust as necessary.
These 10 steps will serve you well in decision making. Don’t shortchange the decision making process!
Bob Mason is dedicated to leadership development. He works with companies to solve problems by helping supervisors and managers become more effective leaders leading more productive teams. He is a professional speaker and author of Don’t Worry, You Can Do This: What New Supervisors and Managers Need to Know About Leadership; The Art of Not Motivating: How Leaders Can Succeed by Understanding the True Nature of Motivation; Balancing the Generations: A Leader’s Guide to the Complex, Multi-Generational, 21st Century Workplace; and Planning to Excel: Strategic Planning That Works.
A 30-year career in the U.S. Air Force exposed him to great leaders and leadership opportunities such as command of four squadrons, including the Air Force’s largest munitions squadron. He has studied leadership extensively, but more importantly has been there, working with real people, making hard decisions, and experiencing the results.
Contact Bob at Bob@BobMasonSpeaker.com or 505-453-5266
