We conclude our series on decision-making with a look at the practical challenges that face us in the complex world where we work.
In your decisions, do you:
Listen in as we discuss each of these “decision makers,” and offer suggestions for more effective approaches.
As long as you’re trying to make the “right” decision and avoid the “wrong” decision, you don’t stand a very good chance of making any decision at all.
The problem with the right versus wrong mentality is that life and work don’t sort themselves into such neat, black and white categories. For the moralist, I realize this creates quite the quandary.
In this week’s podcast conversation, we discuss the secure and confident poise a decision-maker should enjoy. Key to this peace in the midst of ambiguity, complex issues and difficult people is that we have eliminated the harsh, blame-oriented perspective that seeks to label us.
That there is no criteria for naming a decision “right” or “wrong” except in retrospect. Those that worked out well would be “right.” Hardly a basis for encouraging risk, leadership or cooperation.
Listen in to the recording and join the conversation with your thoughts and experiences.
How much ego gets wrapped into your decisions?
Can you imagine how freeing it would be not to have to dedicate so much energy to self-protection? Do you inadvertently avoid making a decision in order to avoid complaints, blame or other consequences of being the one to make the final call?
In this week’s podcast conversation, we talk about developing a secure poise in decision-making. Join us as we think about being willing to make difficult calls with limited information.
Listen in.
It might be your decision to make, but your decision isn’t about you.
A sure-fire way to make a poor decision is to make yourself, your reputation, your authority, your work standards, or your self-perception one of the issues.
In this week’s podcast interview on being more intentional in decision-making, we share some ideas for shifting the focus of your criteria off of yourself and onto the outcome you want coming out of this decision.
In any healthy workplace culture, we are accountable for achieving outcomes. Some of us, though, find that accountability a cause for concern. Subtly our attention shifts from achieving results to how we are being viewed by our superiors. Deadly.
Our best chance for making decisions that achieve is to keep our own egos out of the equation. That may be the most difficult decision we ever have to make!
Not all our decisions are based on facts. Not all our facts are accurate interpretations of reality.
Our “take” on any given decision depends on the accuracy and completeness of our understanding of the issues involved. In other words, whether or not our perceptions are grounded in reality.
Could your frustration with a certain employee’s performance really be a frustration with your own inability to provide clear instructions? Could the recent drop in sales have more to do with a drop in product quality than the missed goals of the sales team?
Crucial is whether you have a safe way to get as many issues as possible out on the table. Are you involving others in the issue-unearthing process or are you operating in isolation? Do you have access to a variety of perspectives and sources of information?
Listen to this week’s podcast conversation and tell us how you stay grounded in reality when making decisions.
This week Claudia and I begin laying out a positive framework for more effective decision-making.
Key is becoming aware of your focus. Is it the decision itself? Is it the problem being addressed? Is it on getting enough information to make an informed decision?
We’re going to suggest you focus on the outcome you want to see result from the decision.
Listen in.
If you were to delegate 50% of your workload, what criteria would you use to decide what would be done by others? Why?
When making decisions do you rashly shoot from the hip, or analyze data forever?
This week we begin a new series on decision-making. Instead of searching for the perfect decision, we need to develop a posture oriented toward being able to assess and decide in an intentional, timely and poised manner.
We begin the series with a discussion of the decision-making traps many of us fall into that don’t serve us well.
Listen in.
New No Excuses Leadership Course
This series on Decision-Making is the first of three series that will comprise our No Excuses Leadership Course. Watch for opportunities to participate in this online coaching experience toward the conclusion of these series.
You know how strongly I feel about having a “bias toward action” in effective decision-making.
I found a great series of questions for evaluating unexpected opportunities over on Liz Strauss’ site. She calls it, “The Opportunity Action Test.”
Not an exam at all, these reflective questions help you discern. Before undertaking any time-consuming or budget-busting analysis, spend half an hour running through the list and see whether enough insight emerges for you to make a decision.
At least to go ahead and make your next decision today!
On your side,
– Karl
Of the many voices telling you what you should be doing, how do you decide which ones to listen to?