The person who believes in his or her decisions displays confidence, and assures other people that the road ahead has leadership. If nothing else, the person who wears their decisions well makes a good argument for committed followership.
So back up a second – if the person in charge believes in her decisions, how do decisions get made? A confident decision-maker must make decisions that succeed much of the time. There must be a solid process for making these confident decisions. Here are some checkpoints en route to confident decisions.
Look at your experience. Check your past for a template to this decision. Is this situation similar to any experience that you have been through in the past? Consider how you solved a similar problem in the past, and ask your inner resources to guide you through the current challenge.
Apply critical thinking. Learn to make decisions which are free from bias, and learn which arguments are flawed. Look for solid evidence when changing course, and realize that you may have an internal bias that prefers one kind of solution.
Be Your Own Motivational Speaker
Consult with front line people, consult with experts. Talk to people whose opinion matters. Seek out informed sources who are close to the problem. Experts may have peer-reviewed knowledge that can help you. People on the front lines usually know what counts. Listen to these people, and make your own decision.
Verify that you understand the salient factors. Review the situation which requires a decision. Take the effort to identify all the salient factors – those that will have an impact on the final outcome. Ask some questions about these factors, such as 1) Is this factor likely to increase in importance? 2) Will this factor change much with other factors? Which ones? 3) What is the best way to apply control or produce a change on the factor’s impact?
Do a “worst case analysis” before rendering a decision. Examine what could happen if absolutely the worst outcome emerged. Feel confident that the worst case probably will not happen on your watch. Determine what set of conditions could make the outcome deteriorate into a very bad situation. Evaluate where your preferred decision is likely to take your group and coalition. Examine the worst case situation – what can you learn from this unfortunate path, and how to take your organization to a better place?
Evaluate What’s Missing and Act: That’s Business Training
Ask yourself, “What don’t we know?” Almost every situation and decision has missing information. What information would really help you now? How expensive (in terms of your budget and time) would it be for you to get new information? Evaluate how useful it would be to get the missing information, and consider that it may not be worth your time collecting it. What if you could only get 30% of the missing information, would your decision be much better? Consider that you may not want to delay your decision until you can collect more information.Of all the information that you don’t know, would any be worth a longer delay in order to know more?
Believe in your decisions. To feel confident, you will want to do a lot of thinking before you cast off from your current position. Understand that there are forces that restrain, and forces that accelerate change. Review the foundations of your decision, and collect some, but not all, necessary facts before you act.
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You have greatness within you. Let’s have a success conversation! Call me at 602-299-0576 if you want to change for good.