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Don't Let Your Emotions Make Your Decisions. Try The Revolving Door Test For Decision-Making.
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The Ideal Decision-Making Process
- Free discussion: all viewpoints and different aspects of an issue are openly debated and where everyone has a chance to speak or express their opinions.
- Reaching a clear decision. The terms of the decision should be framed with utter clarity.
- Everyone involved must give the decision reached by the group full support. This does not necessarily mean agreement: so long as the participants commit to back the decision, that is a satisfactory outcome.
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The Peer-Group Syndrome
Peers tend to look for a more senior manager, even if he is not the most competent or knowledgeable person involved, to take over because they are afraid to stick their necks out.
You can overcome the peer-group syndrome by fostering self-confidence, which stems from being familiar with the issue under consideration, experience and the realization that nobody has ever died from making a wrong business decision.
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Striving for the Output
Before jumping into any decision-making process, ask:
- What decision needs to be made?
- When does it have to be made?
- Who will decide?
- Who will need to be consulted prior to making the decision?
- Who will ratify or veto the decision?
- Who will need to be informed of the decision?
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SIMILAR ARTICLES & IDEAS:
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Decision-making rules
Write a clear, objective set of rules to guide future decisions.
It will enable you to make a decision that is detached from the emotion of the moment.
Don't decide alone
Never make an onerous decision by yourself. Tap into the wisdom of the company's internal crowd.
The 'revolving door' approach
... is a technique that relies on using an outside perspective.
If you're stuck in a big decision, you have to pretend you're a new CEO or a turnaround manager who can "see things more clearly." Adopting a third-person perspective helps you tap into an objective mode of judgment--one based on facts and an understanding of the consequences.
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The ABCDs of categorizing decisions
- Big-bet decisions: infrequent and high-risk - from major acquisitions to game-changing capital investments;
- Cross-cutting decisions: frequent and high-risk - think pricin...
Approaching big bet decisions
- Appoint an executive sponsor to work with a project lead to frame important decisions for senior leaders to weigh in on;
- Break things down (with decision meetings at each stage), and connect them up.
- Focuses on debating the solution (instead of endlessly elaborating the problem) and gather the right people.
- Move faster without losing commitment: get comfortable living with imperfect data and being clear about what “good enough” looks like.
Approaching cross-cutting decisions
- Identify decisions that involve a cross-cutting group of leaders, and work with the stakeholders of each to agree on what the main steps in the process entail.
- Work through a set of real-life scenarios to pressure-test the system in collaboration with the people who will be running the process.
- Limit the number of decision-making bodies, and clarify for each its mandate, standing membership, roles etc.
- Create shared objectives, metrics, and collaboration targets.
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Guiding your life decisions
The best way to find answers to life decisions is to understand the framework that guides the answers.
With the framework in mind, anyone can answer their own questions more insightful than a...
Find answers to these questions
- How can I be sure that I’ll be happy in my career?
- How can I be sure that my relationships with my spouse and my family become an enduring source of happiness?
- When life sends you in the wrong direction, how can you be sure you'll stay out of jail?
Happiness in your career
Frederick Herzberg states that the motivator in our lives isn't money.
- The motivator is the opportunity to learn;
- To grow in responsibilities;
- To contribute to others;
- To be recognized for achievements.