We are faced with countless decisions daily. What do we wear? How do we respond to a question that has no easy answer? Do we stop by that afterschool event to connect with parents, or do we head home to spend time with our own families? Even the smallest decisions have implications, and even the smallest decisions are sometimes the toughest. Regardless, as leaders, we are counted on to make decisions that are, well, decisive.
How can we make decisions that stick? Here are a few tips I’ve learned along the way that have helped me to be a more effective decision-maker, even if those decisions don’t always end up being the best choice.
State your case and move forward
I will admit with full transparency that I do enjoy a spirited argument. Rich discussion with opposing views allows us to make the most informed decisions (if not necessarily the best). The more viewpoints we incorporate, the more prepared we are for potential outcomes and consequences. That said, there is a time for spirited argument and a time for it to be ended. As leaders, we ultimately have to state a case and move forward.
Recently, I was faced with choosing between one of two directions for a hiring process. There were advantages and disadvantages to both options. As a team, we gave proper time to explore each in depth. Ultimately, I had to determine how we wanted to move forward. After ensuring that voices were heard and going back and forth on key elements to consider, I decided.
But I didn’t stop there. I stated my case and rationale for moving forward this way and took steps to make sure that it was clear that we were moving in that direction and there would be no more discussion about the next steps. This is valuable because we can still make it clear that we are moving in a set direction while also ensuring that people feel valued. While not every decision can be what people had hoped for, every decision can incorporate the thinking of all those involved.
Decisions can be made about “personnel” without being “personal”
Decisions involving people can be fraught. We tend to take those types of decisions to heart in a way that we don’t if the decisions involve objects or processes and not people directly.
A key goal for leaders should be to help a given team understand that people decisions can be made without them being personal attacks. This is hard, of course, as we care about people in ways that we don’t care about furniture, a school building or a schedule for a given day. Therefore, by having open and honest conversations with each other and reminding ourselves that decisions about people have to happen, we can be clear that this doesn’t mean we care any less.
This past summer, we conducted a desk audit for our team members to streamline processes and do a better job balancing tasks. Because this process involved people’s current work and everyone feels strongly about their own work identity, several staff members could have become quite frustrated with the results. (In full transparency, a number are still working through the impact.)
To help address questions and concerns, we spoke openly about the rationale for the shift. As we met to discuss changes, we welcomed and encouraged feedback and concerns. Ultimately, the changes had their intended outcome: to address inequities in workload and workflow. While it has not been a perfect process, I’m happy to share that by engaging in this reminder about “personnel” versus “personal,” we were able to make change while minimizing levels of anger or sadness regarding the outcome.
Collect feedback and monitor for future changes
Sometimes, we can convince ourselves that decisions are final. Generally, though, most decisions are flexible long-term. Any decision made rarely lasts forever. And it is also rare that any decision cannot be revisited later. The best decisions are ones that stand up to future scrutiny. To allow for future scrutiny, one has to be open to seeing decisions as a step that can be shifted, taken back or seen through a different perspective at any given time.
For example, we have looked closely at one of our programs for several years to determine its long-term viability. We see the decision we make each year as simply one that can change. By not getting too attached to the decision, we can be most effective at making adjustments as needed.
All in all, decision-making is hard. Few decisions are easy. Even when a course is set, we can never be 100% certain where we will end up. So, by applying these strategies (and others), we can do the next best thing: comfortably live by our decisions and continue to grow and learn.
Opinions expressed by SmartBrief contributors are their own.
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