Make A Decision, Take Action, Then Assess Kathy Bernhard, KFB Leadership Solutions 13. Executives need to get comfortable making decisions without a complete set of facts, knowing that they can course correct if warranted when new information becomes available. Even when all the facts are available, some executives suffer from analysis paralysis and wait too long to act. While it is great to have all the facts, most of the time, that isn’t possible. Get Comfortable Making Decisions Without All The Facts Melinda Fouts, Success Starts With You 12. Doing this exercise allows you to access the imagination, and a more creative solution may reveal itself. This method also mitigates, to some degree, unconscious biases lurking around. If Eleanor Roosevelt is your hero, ask yourself, “What would she do?” This is a process of getting out of your own way and opening yourself up to a different part of your brain. With a strong foundation of core values, tough decisions become easier to navigate, promoting confident and effective leadership. By gaining clarity on these guiding principles, leaders can align their decisions with their mission, streamlining complex choices. To improve decision making, executives should identify their top five core values. What is the contingency plan if the decision doesn’t result in the outcome you want? - Denise Russo, Maxwell Leadership 10. What results do you want (and will be able to measure) once the decision is made? 6. What obstacles or consequences need to be considered in making this decision? 5. What actions can you take once the decision is made? 4. What do you believe the benefits and outcome will be? 3. Answer These Six QuestionsĪnswer six simple questions: 1. Check in with all three brains for sound decisions. Dismissing any one of them is akin to omitting a literal “body” of awareness. Our heads are great with facts and logic, our hearts speak our desires, and our gut senses danger. Each of these “brains” brings a unique perspective. While many of us listen to our heads or follow our hearts, the best decision makers use not one but three brains: head, heart and gut. Helio Fred Garcia, Logos Consulting Group 8. Rather, they need to have clear criteria on how to decide what to do, when to do it and how to do it that is agreed upon in advance with lawyers and others. In high-stakes situations such as crises, executives should resist making decisions based on personal preference. Many of the notorious crises of the past few decades are characterized by leaders making poor decisions under stress. Agree Upon Clear Criteria With Lawyers And Others What’s the issue to be solved? What are the potential solutions? What’s the cost-benefit of each solution? Which solution could best be applied to this problem? Later, ask, “How well did that decision solve the issue, and what can we learn from it?” - Michael Milad, SpencerStuart 7. Too often, leaders leverage their gut versus thinking through a problem holistically. Often, leaders are falsely rewarded for making quick decisions, not necessarily thoughtful ones. Make room to simply sit with the information you’ve heard and gathered, and be willing to challenge your own bias and perspective. Forbes Coaches Council is an invitation-only community for leading business and career coaches.
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