HOW GREAT LEADERS MAKE GOOD DECISIONS (MOST OF THE TIME)

We all make decisions – many based on “what feels right” rather than some “cookbook” recipe that defines exact considerations resulting in a predictable outcome. A high percentage of “judgment calls” result in successful outcomes for those considered “good decision makers” while more seem to result in failure for those that do not make good decisions – but why is there a difference? People whose planned actions create more negative or “questionable” results than they do positive should probably avoid roles where making sound decisions is an essential part of their daily routine – perhaps opting to positions of “doer” rather than seeking those requiring leadership skills. Those that are considered good at making significant decisions quickly should be recognized for their abilities (and cloned whenever or however possible). Saying something is much easier than doing it, however, so what kind of thinking drives the actions of good decision makers (and what is missing in those that make poor decisions)? Some of the more significant influencers are detailed below: 

Good judgment is experience-based. We must actively seek a variety of experiences upon which we can draw to make good choices. Rarely can we assume a position of authority without having first experienced many different roles, responsibilities, successes, and failures. Visualizing how one situation applies to another – dealing with the practical application of solutions rather than relying upon the specifics of theoretical facts – is a transition that many find difficult. 

Some things cannot be experienced prior to doing them. Probably the TWO exceptions to gaining experience before becoming engaged are within personal relationship or being a parent. Typically, no lived experience or prior knowledge available and no “proven methods guaranteed to work” every time in any situation. (Perhaps that is why so many people feel at a loss when entering a serious relationship or raising children…even those considered good decision makers…because doing one’s best is often all that can be done, and it is difficult to accept anything less than predictable and validated results.)

Knowing how to do something well does not automatically guarantee success in a leadership role. Learning the skills needed to perform various functions is not the only requisite to leadership. Many great technicians have failed miserably when promoted to management because they would rather DO than LEAD – and people within a relationship would rather “do for” another than to share with them…or parents that want to be their child’s “friend” would prefer to avoid confrontation while those that wish to “protect their children” would prefer to think for another than provide insight and guidance to them.

Good choices are more often the result of many small decisions than the infamous “ah-ha” moment creative and innovative trainers would lead us to expect. Seeing and reacting to how small steps impact our travels as we move forward to make major decisions reinforces a thought process that considers past successes and relies upon current abilities to anticipate future accomplishments. Great decisions are the product of careful analysis, thorough investigation, utilization of “cause/effect” processes and a conscious, willful implementation of an action plan intended to initiate cautious forward movement. We never have all the answers – nor should we pretend to ask all the right questions – but when we choose to move it should be with confidence gained through proven experiences so that others willingly follow. 

In making decisions, we should avoid living within a vacuum and setting direction by edict rather than through listening and appropriate inclusion. We must continually expose others within our sphere of influence to new and different situations as we apply our knowledge – allowing them to grow by failing – so that they can develop the breadth of experiences needed to make future decisions. We must prepare others to carry on so our own careers can move forward – making sure that someone else can work independently and is capable of making good decisions that contribute autonomous value – if we seek to move up the corporate ladder. This “back-filling” concept is an often overlooked (but vital) part of the decision-making process – unless all has been prepared to SUPPORT progress, nothing will move forward. 

Making good decisions is a process rather than an event. As situations change, so should our willingness to shift direction. Once decisions are made, however, we should move on to other challenges rather than dwelling on the action taken and agonizing over those not selected. While we should monitor how actions play out, we must also let go so that we can move on to other opportunities – often before one has concluded.  Good decision-making begins with the realization that a need to apply life experience when making sound judgments by using practical knowledge that ultimately guides our actions. The process does not end until the things we know are applied in such a way that a reasonable solution has been identified, studied, and implemented. Experience helps us gain the knowledge needed to UNDERSTAND our environment – strong leadership training can make a difference in the way we transform “knowing” into “leading” so that appropriate “doing” can take place.