Making decisions is a key part of any leader or manager’s day. Most new leaders find this somewhat intimidating. There is the fear of making the wrong decision, the fear of not having enough time to make the decision, the fear of not having enough information to make the decision and the list goes on.
When it comes to commercial and operational decisions most of the time the difficulty in decision-making lies in the correct trade-off within the benefits triangle (shown to the left). If you can get the article/outcome within the time-frame that you would like and with the right quality that you would like to have, there may be a high cost trade-off. Similarly you can find yourself having a low cost at the right quality, but you may have to wait longer to receive the outcome or article. Understanding the trade-off as shown in the graphic above may make it easier to decide which of the three are non-negotiable and where a compromise may be appropriate.
Another challenging area for decision-making can be competing values. Imagine you value employee development (as a leader or manager) and you also value productivity. Choosing to develop your employees typically means you have to take them away from their daily activities to attend a development or learning event. This implies they are not able to produce the results you need during that time. This kind of choice often comes at the last minute. Imagine you had planned for Employee A to attend, but at the last moment he or she is out sick or otherwise unable to attend and HR asks you to nominate a substitute and thereby presents you with a decision-making dilemma.
The graphic shown the the left illustrates some competing value trade-off decisions that you may be called upon to consider as a leader or manager. If you have already completed a review of your own values as a leader (Determining your own Values template) you may have the advantage of using that as a framework for decision-making. You would also need to look at the values that the company represent to make sure your trade-off options also include that perspective. Finally when you do make a decision, be sure to explain your reasoning and make the values you are honoring clear to the impacted employee(s) or colleagues.
Leaders and managers also often fall into the trap of trying to use only one decision-making style and they neglect to consider the other options open to them. There is a time and a place for every type of decision-making style. Sometimes it may be appropriate to make autocratic decisions – this can be useful when the impact is limited, the need is immediate and the risk low of encountering resistance during implementation. At other times a more collaborative and inclusive decision-making process may be appropriate – such as when there are many stakeholders, people need to change their behaviors or work methods, time is on your side etc. Selecting only one decision-making style as a leader can make decisions difficult since you may find you experience a lot of resistance from others to implement your decisions especially if you favor autocratic decision-making most of the time.
The main job of a leader and a manager is to make decisions and choices in order to move projects and initiatives forward, deal with risks and unplanned barriers to success and achieve the goals and objectives for the group/team or company. Many new leaders and managers need to learn how to make decisions and these models and pointers shared here may be helpful as new skills and confidence in decision-making is being learned.
Remember to add Decision-making to your personal development plan if this is particularly tough for you to do as a leader/manager! 🙂