When I am coaching other leaders, decision making is one of the topics we spend a lot of time discussing. It’s unsurprising given that many leaders see this as defining leadership in some way. It is true that “in our moments of decision that our destiny is shaped” [Tony Robbins]. Here is my process to enable you to make better decisions;
1. Must I make the decision now?
We have all experienced the rushed request from a colleague, salesperson or child demanding a decision now. Often, the hurried nature is about getting the decision they want, rather than there being a real time imperative. The best leaders know this. They will insist on a pause and a discussion about the real deadline.
2. What kind of decision am I making?
Break decisions into one of two groups;
A one-off decision – for example, a project Go / No-go. Check that it is really a one-off and you’re not dealing with an early indicator that you are going to face this decision many times over. For example, have you made several similar decisions recently, i.e. do you have many projects that require Go / No-go decision?
Reoccurring decisions – are exactly the opposite. You will face this decision again and again. Hence, it requires some new process, criteria or policy put around it. This will enable the decision to be made more quickly and possibly delegated in future. Use this process to capture your thinking and put it into the process or policy.
3. What do I need to know or have to make my decision?
List what information, knowledge, facts, opinions, materials, plus anything else you can think of that will enhance the quality of your decision. Then, move on to listing the things you have or know already. Plan how to get the things that you do not. Be prepared to accept that you will not have all the information you need, all the time, to make your decision.
4. What are the possible decisions or options available?
Even in the simple project Go / No-go situation discussed earlier there was a third (hidden) option. I have seen this not be considered many times. It is, of course, put the project On-hold. I have seen many projects progress in the face of huge uncertainty or risk and even more stopped. Sometimes putting the project On-hold, whilst some issue is resolved, would have resulted in success.
5. Do I need to make the decision?
To answer this properly you need to look in three directions, above you, below you and sideways. It may be that you do not have the authority to make the decision, in which case you need to delegate upwards (ideally with a recommendation based on this whole process). I treat delegation sideways and downwards the same way. I recommend it to get the best results. I also treat a decision the same as any other task that I might delegate. See blog #002 for more on delegation.
6. What is my decision and why?
The first point to note here is that it does not ask for your final decision. The best leaders always allow themselves the opportunity to change their decision later. That is not to say that changing your mind every other minute is a good idea. However, if your decision proved to be wrong, you should reserve the right to revisit it and learn from it. Whatever your decision is, be ready to justify it. If you are not asked to by someone at some point, then you might want to have a think about your governance structures or getting a coach (or accountability partner). At the very least you should be ready to explain why to your team. Here is my way of doing it, complete the following phrase, “I have decided [state your decision clearly and concisely] because [_______]”.
When working on your because statement(s) start by listing the people or groups impacted by your decision.
For each person or group write as many statements as possible that explain the benefits they gain or the pain they avoid because of your decision.
Based on the identity of your organisation and its values, will the organisation be comfortable with your decision?
Based on who you are, your beliefs and values are you comfortable with your decision?
Two further quick points before we move on. I expect some of you to feel a little awkward that in this step ‘the cart came before the horse’ i.e. I asked you to make your decision then justify it. It is a deliberate act on my part. I have found time and time again, getting someone to ‘try on’ their first reaction as the actual decision, then working through the justification, simply works best. Even though the actual decision, around one-third of the time, is different when we are finished.
Some will simply get stuck here. I know because I have been there, as will anyone who has run a large(ish) organisation. A none-decision from a leader is the worst of all. You do not need to rush, but you do need to be timely. If you do find yourself stuck here, the best advice is to find a coach or mentor. Make it someone you trust, respect and is NOT involved or impacted by your decision.
7. Who do I need to communicate my decision to and how is it best delivered?
Be empathetic here, put yourself in the other person’s shoes and consider how they would like to receive this news? My general rule is, if possible, I deliver in person, if not video conference, then by telephone and lastly in writing. Also, consider whether a group setting or something private is appropriate and whether formal or informal will work best. You should already know who, as you completed step 6 above.
3 Further Steps to Ensure Your Decision is Implemented
I have separated these final 3 steps for two reasons; 1. To emphasise them and, 2. They form more of the planning/implementation stage of decision making. At the risk of stating the obvious, a great decision is of no value unless it is implemented. In my experience, this happens a lot, around half of the time the failure is rooted in poor implementation. Here are the first 3 steps to avoiding this (it will be a future blog article);
8. What are the action steps to implement my decision?
9. How will I measure the implementation of my decision?
10. How will I gather the learnings of my decision and implement for the future?
I hope you find this useful in making future decisions. I would love to hear on you get on? Or, maybe you have some ideas on improving the process? I would love to hear about that too. Please leave a comment below or get in touch…
Be happy, healthy and helpful
Paul
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