Steady Now… It’s Time to Decide
Leaders make very big decisions. Although this statement may seem self evident, think about it for a moment. Talented purchasing professionals make a career out of enabling leaders to make decisions. We spend decades honing skills in analyzing issues, identifying risks, comparing alternatives and ensuring all pertinent information is incorporated into findings. With our well-polished presentation skills, PowerPoint slides and recommendations we artfully deliver our work to someone else. Why? To decide.Leaders willingly step up, swallow hard and make the call. Sometimes this is the role of the person with the “Chief” title. Frequently “C” leaders rely on trusted experts to decide with them and sometimes for them. You have to decide whether you want to be the leader making the decision (or by association, the person making the solid and singular recommendation that becomes the decision) or the good support person making it possible to decide.
You want to be the leader? Ok, you’ve accepted the notion that you are going to decide. Now what? How you decide will impact your success. Not all decisions will be popular. Nor will they always be right. You can feel good about your decision regardless of the outcome only if you have well-developed decision-making skills. These skills may come easier for some than others, but they do not come naturally. It takes work. Here are some basic decision-making skills:
Delineate between facts and opinions - Both have relevancy in decision making, but understand the relationship between cause and effect, opinions and assumptions.
Refrain from snap decisions - Some people pride themselves on deciding quickly. Decide too fast and risk surprise because of unintended consequences that were not well thought out.
Be aware of analysis paralysis - So quick decisions aren’t your downfall? Be aware of possible tendencies to over analyze. Sometimes it’s just easier to ask another question, gain another perspective and think of another angle to the issue at hand.
Continually look for connections - Defining the problem completely is essential to good decision-making. Keep asking why. The more connections you can create, the better your chances of identifying the best solution for the issue at hand.
Find a role model - Whom do you admire? Select an autobiography of a prominent figure and enjoy some summer reading. Pay special attention to how they make decisions throughout their story. Learn from their techniques.
Take a break - Take some time away and do something completely different before you make the decision. Let you mind work on the matter in its own way. Give yourself some space to “sleep on it”.
What decision-making techniques work well for you?
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Charles Dominick, SPSM commented:
Great post, Lara.
Here are two simple, additional things that I do for more challenging decisions.
1. I ask myself "What's the worst thing that can happen and what's the likelihood that it will happen?" then "Is the benefit of the decision worth that risk?"
2. After reaching a tentative decision, I discuss the scenario with a trusted advisor. I do not reveal my decision. I then ask the advisor "What would you do in this situation?" I then compare his or her course of action with my decision. If there is a big difference, I may re-evaluate my decision or discuss it with the advisor. If the advisor's thoughts are consistent with mine, I usually follow through with the decision.
The key is to not state your decision and ask the advisor whether it is a good one or not. Whether it is a paid coach, an employee, a spouse, etc., there may be the tendency for that person to want to appease the person asking for advice. Instead, simply describe the situation and ask the advisor what s/he would do.
