Misgiving about your decision-making skills at work is completely understandable and is related to the emotional state, the outlook on the problem and the values of the protagonist. Fortunately, you may rely on your perception, by predicting events and preparing responses, in order to make future choices a little more peaceful for you and your team.
By the way, many intuitions, contrary to popular belief, are not thoughtless or careless: its origin is in an earlier learning. So, know yourself to enrich your experiences and developing your decision-making skills:
1. My point of view
Being too involved with a task can distort the view of the facts – then take a step back to look and think better. The immediate consequences must be considered, but you can include more relevant information if you think about what your decision represents in the long term. When you imagine advising a friend, for example, it tends to be easier to visualize the risks and the rewards. That’s because you’d demand more attention when it comes from someone who relies on you. Do this exercise.
2. My limits
Before you make a professional decision, it’s essential to know how far you are to reach your goal. Know all your principles to avoid regretting yout choice.
3. My resources
Are conditions favorable to the fulfillment of this decision? Do I have the resources to put it into practice? If not, how can I get them? These are questions you should ask several times. Fighting against all is usually tiring. Are you ready for it?
4. My references
People around you offer references that help you to understand your position in life. At work or family, it’s valuable to be attentive to the opinions and experiences of those around you. Thus, you will make a dip in your own life to understand the real reasons behind a decision – which will be the most qualified as possible.
5. My (many) decisions
Instead of meeting several decisions in one, it’s best to separate multiple issues that can be addressed individually. It reduces the number of questions and the inevitable discussions become more agile.
Could I do this AND that?
You don’t need to exclude possibilities. Generally, we think about alternatives to replace a decision by another, when in fact we would need to combine two or more choices.
Which info I have to validate my decision-making?
Seek advice, investigate and collect the necessary data before deciding. Fact-based decisions are easier to make.
Who takes part in the decision?
Successful organizations make decisions openly. Discussions behind doors feed speculation and inhibit group agreement. However, it doesn’t mean that all employees shall be on the decision-making.
And what’s my plan B?
The big challenge to a leader is what happens the moment after the realization that his/her idea was inefficient. If you consider many alternatives prior to the decision-making and make a plan, the error won’t follow you. It’s comforting to know that you haven’t done everything you can do. That is, the odds are not exhausted!
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