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 the consequences of discomfort.
Decision under uncertainty
The decision-making phase necessarily involves uncertainty. It is never possible to make a decision with all the data. Because by then the “decision” is no longer a decision but a “reaction” to what is happening.
When making a decision, first be aware of the uncertainties. Make a list of them and write down all doubtful situations that lead to uncertainty. When uncertainties intensify, ask yourself the following questions:
- What is the best possible outcome?
- What is the most likely situation?
- What is the worst case scenario?
Then prepare scenarios for each of the three situations.
A recent study on leadership suggests that in the coming years, managers will make their decisions more in consultation and involve the people they work with more in their decisions. Because today’s problems are beyond the knowledge, skills and experience of a single person. Therefore, listen to your subordinates and benefit from their knowledge. Do not think that this will be perceived as weakness. After all, you are the one who selects, evaluates, interprets and finalizes the information.
Consider these three points in the decision-making process.
Take pressure into account: Pressure and stress cause people to act on what they already know, not what they have learned. Therefore, when making a decision, you need to take steps systematically and with a clear mind, including gathering as much information as possible, analyzing it correctly and choosing the most appropriate option. If possible, do this with pen and paper or by writing it down on a screen.
Prepare an alternative plan. Consider all possibilities and choose the alternative that you believe is best and list the reasons for this choice. Ask the question “What if it doesn’t work out this way?” and create a Plan B in case things don’t work out.
Take responsibility. Every decision should be based on your sense of responsibility towards your team members. You can take risks on behalf of your subordinates in line with your vision, but try not to put your subordinates at risk.
Conclusion
Decision and decisiveness is an important pillar of a manager’s management success. Indecision undermines trust in the manager. Each person’s decision process is as unique as a fingerprint. Therefore, recognize your own decision process and develop appropriate strategies. For this, the aphorisms of people from different disciplines throughout history on decision-making can inspire you.
If you are going to take an initiative, close the doors of indecision.
F. Nietzsche
Decisions are like eels. They are easy to catch but difficult to hold.
A. Dumas Fils
If you know what your values are, you will have no difficulty in making decisions.
R. Disney
The secret of success is not in doing your job well, but in finding the right man to do it well.
A. Carnegie
It may seem strange, but great leaders succeed not by concentrating power in themselves but by distributing it.
J. B. Stockdale
