Making decisions as leaders is incredibly complex today.
Personally, I, sometimes, envy those leaders who seem to make decisions so easily. They seem certain, clear in their minds about what is right and wrong, living in a two-tone world of black and white. They lead forward with what some call decisiveness, vision, boldness and power.
And they are often wrong, and the trail of the bodies behind their decisions are left for others to clean up.
These leaders, aren't clear, certain or decisive. They are apathetic, self-serving and ignorant or unwilling to learn. They don't lead well. At least, not in this new world.
We live in a world where decision making needs to factor in a variety of issues: culture, world-views, facts, impact (global, local, personal and personnel), and outcomes. Some of those issues are easy to determine, others are much harder, and a few are completely hidden from us.
Savvy leaders today take in as much information as they can. Then they empower the right people to make the decision. This is a critical step. Leaders don't make decisions. That is not a philosophy that works today. Leaders empower the right people to make the decision. And sometimes that is the leader, but more often it is the person most impacted by the decision, or most knowledgeable, or most aware. Empowering the right people is essential. Then, together, leader and team step with caution into the future.
I am often wary of leaders who claim to know how to solve problems and lead with certainty. Even more so of consultants who claim this. I am more open to leaders who claim the "I don't know" space.
In light of these complexities: how would you advice leaders to guide their teams and organizations as they seek to make decisions?
One thing that comes to mind is to never make a decision until you absolutely have to! Sometimes that means instantaneous decisions, but many times it means an organized collection of the facts in a slow methodical manner that drives colleagues crazy, but it's often the "right thing".
ReplyDeleteI agree with your take on it. Save decision making for the necessity and always try to push the decision to the best person to make the decision. Sometimes that the front line person, other times its the CEO. I heard a podcast recently where Carly Fiorina was talking about a front line engineer at HP, who after being ignored for ages, was finally listened to and his solution saved the company $300 million. No one felt he should be listened to, but she did, and what a difference it made.
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