MAKING GOOD DECISIONS (WITHIN CHANGING ENVIRONMENTS) IS THE KEY TO SUCCESS

One of the most important things that a Leader does is to make decisions. As much as we try to research and analyze the paths we travel, a good leader typically makes many decisions based on “what feels right” rather than some recipe of right and wrong choices, decisions, or alternative courses of action. A high percentage of the “judgment calls” that great leaders make turn out to be successful decisions while poor leaders tend to make decisions that end up providing different results than anticipated. Compounding their poor choices, rather than accepting their shortcomings and learning from them they often shift the blame for failure to those they lead. How do good leaders “win more often than they lose” and how can their judgment be transferred to others? THIS is the essence of leadership – whether at work, in relationships or throughout life in general – one must not only know what to do and when to do it but also how to transfer knowledge, abilities and actions (along with accountabilities) to others. Great Leaders must exercise good judgment when deciding when to hold to responsibilities AS WELL AS when to let go of them (then get out of the way so that people can grow). They must be able to recognize when the tide is rising (so they can adjust to it) and when it is falling (so they do not get stranded in the quagmire of indecision).

Leaders typically have a variety of experiences to draw upon when making decisions. Rarely will a great leader step into 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 what has worked in the past and how it might “fit” into different situations – becomes the aptitude of a great leader. Good leaders may study and learn the theoretical (or previously proven) way to do things but they must make the transition from what SHOULD work to what DOES work if they hope to truly lead others. Great leaders not only apply their knowledge, they also expose others within their organization to new and different situations (and appropriate levels of responsibility), often allowing them to grow by failing (as long as it does not negatively and irreparably impact “innocents” or the organization), so that they, too, can develop a variety of experiences from which future independent decisions will be based.

Rather than brilliantly anticipating a solution before a problem arises so that negative disruption is minimized, great decisions are almost never made without careful analysis of conditions and the intentional utilization of “cause/effect” processes – a result of reacting to what has occurred within an environment that we are not used to by applying the experience we have gained elsewhere. While working to harness electricity, Edison stated that he had never failed but rather discovered a thousand solutions that did not work on his way to discovering the one that would. Leaders do not have all the answers but when moving forward it should be with confidence (having alternatives and options in mind) so that others will follow with faith rather than hold back due to fully justified trepidation.

Good leaders make decisions then move on to other challenges – rarely looking back, always looking forward. Great leaders make decisions and monitor how they play out while moving on to other opportunities – NEVER losing sight of their objective nor abandoning the process (EVEN IF others feel that a situation has been resolved). They recognize that today’s destination is but a launching point for tomorrow’s opportunities rather than the conclusion of a path that allows them to rest in their sense of accomplishment. They are willing to change their mind as factors and conditions change, recognizing that such mid-decision shifts can be (when properly explained and communicated) an indication of strength, intelligence, and good judgment rather than a show of weakness, indecision, or lack of knowledge. While good decision-making begins with the realization that a need for change exists, it cannot produce positive results until a problem has been identified then reasonable solutions are considered, tested, implemented, monitored, measured, and allowed to produce results.

While some decisions must necessarily be made quickly, no decision should be made without thought, the development of alternative courses of action and the application of good judgment. Great leaders make decisions by combining their practical experience with a well-developed knowledge of the situation, organization, problem, issue, or people involved while considering the context within which a decision must be made (urgency, importance, impact). They understand that three factors - people, environment, and urgency – influence any decision so others must be engaged in the decision-making process and allowed to understand not only “what” actions should be taken but also “why.” Sharing thought processes to develop both “wins” and “losses” on the road to success will build the experience-base of others allowing them to make better judgment calls in the future. 

Compound your impact exponentially by helping others grow – by engaging their minds (hopes and dreams) as fully as you engage your own then allowing them to act (as you monitor results and get out of the way of their progress). Great leaders think, consider, decide then intentionally act (while providing those around them with an opportunity to grow by allowing them to expand their own experiences) so that the organization, relationship, or situation will continue to thrive and grow. Unless (and until) you prepare others to do what you typically are expected to do you will never achieve more than you have accomplished nor realize anything that has not already been experienced by someone else.