Decision and decisiveness One of the four important characteristics of a good manager is his or her accuracy in making decisions. Many managers who have to make decisions need more time, more information and someone to consult. On the other hand, it is important to remember that decisiveness is a personality trait. For example, those with low cautiousness as a personality trait make easy decisions. But the “right decision” and the “easy decision” are different. Every problem has a quick, easy, cheap and wrong solution, and this solution is the basis for a later problem. It would be wrong to conclude from these words that the right decision should be made slowly. What is needed is to make the “decision that serves the purpose” as quickly as possible.
Delay makes the decision meaningless. Delay leads to uncertainty on the part of those waiting, and frequent repetition of this situation creates suspicion and distrust of the leader’s personality rather than his or her management skills. One of the steps to prevent indecision or reduce delay in decisions is to set time limits.
In situations of conflicting interests, it is never possible to reach an absolute right decision. In such cases, it is appropriate to make the choice that will cause the least inconvenience. Being a referee in disputes between subordinates is the biggest mistake that can be made. Those who come to you believing in your impartiality do not really expect you to be impartial, but to take their side, because they consider themselves right. When you don’t agree with them completely, they will have one of three opinions. “He actually likes her…”, “He doesn’t have the knowledge to understand this issue…”, “He didn’t take enough time to go deeper into the issue…”
You have to accept that your decisions cannot please everyone. You cannot please anyone by trying to please everyone. Therefore, showing empathy for those who are unhappy with your decisions is important and can mitigate