Making Decisions Like a CEO--Part 2
This article is a continuation of Making Decisions Like a CEO--Part I, which you can find by following this link. We suggest you read Part I before continuing on to Part II.
Be a risk
taker. Understand the value of a mistake. You will find that rarely does a quality team member make a mistake on
purpose. If a person is trying to do something well and with good intention, a mistake
can occur--but it occurs honestly. Nevertheless, mistakes can happen when a
person steps out of the norm, walks the extra mile, or tries something
extraordinary. Those people who have made the greatest contributions throughout
history have been willing to take risks.
Think of risk as a two-sided coin. On one side of the coin is the
chance that you or a member of your team will make a mistake. On the other side
is the greatest of all success. Success, however, is elusive if you are
unwilling to risk. If you make a mistake, see it as an opportunity to grow, to
learn, to get better, and to become wiser. Then the mistake can become an
asset. Learn from each and every mistake.
Know When to Stop and Move Into Action
Enough already! Remember the “Paralysis by Analysis?” There comes
a time when it’s simply time to move--and, usually, there is no better time
than the present. Who knows what tomorrow will bring? No one wants to look back
on their life or on their career with regret that they never did the things they
really wanted to do, that they never accomplished the practice of their dreams,
or that they never reached the goals that were sleeping in their heart and mind.
I hope you will be able to look back on your life and your career and say “I’m
so glad that I did…” Know when to stop thinking about something, to stop doing
“research,” and to stop procrastinating. Procrastination doesn’t make anything
better. In the words of Dennis Waitley, “Nothing in life will ever be
accomplished if all obstacles must be overcome first.”
If you find yourself posed with a complex or difficult decision,
take a bit of time to think through the situation. Ask yourself two valuable
questions: “What is it I want?” and “How am I going to get it?” Be specific.
Clarify your expectations and/or the expectations of someone with whom you may
be interacting. In many situations, it is best to “start with the end in mind.”
Be Strong, Don’t Waiver When Your Decision
As a leader, you will continuously be called upon to make
decisions. Although being liked and respected by your colleagues is desirable,
you are not in a popularity contest. In all cases, you will be required to make
decisions that are good for the organization. Sometimes people will not like and/or
will not agree with your decisions.
If you have studied a situation and have made a decision that you
believe is best for the organization, then stick to your guns. Give your
decision enough time to be tested. See if the decision accomplishes the desired
results. If, upon evaluation, you find that the decision did not accomplish the
results you wanted, then step back, evaluate, reorganize, and come at the
project from a different angle. That’s ok. Don’t be so egotistical that you
keep on doing something in a certain way just because you made the decision.
One of the strongest, most courageous things you can do when things don’t work
out as planned is step up to the plate and admit it. Being able to say you made
a wrong decision, being able to say you are sorry, and being willing to learn
and go on are all signs of a great leader. On the other hand, don’t waiver or
falter at the first sign of difficulty or challenge.
Dan Millman asks these questions, “Which is harder, riding a
bicycle up a hill or down? Which makes you stronger? Going up the hill or
coasting down?” Strength is developed through hard work and perseverance.
Decision Making Worksheet
1. Why is this decision necessary?
2. If I make this decision, what will be the benefits; the
positive end result?
3. If I make this decision, what could be the downside; the
negative end result?
4. What decisions could be made?
5. What are the alternatives?
6. What are the pros and cons of each alternative?
7. What would the affect of each of these alternatives have on the
Specific Guidelines for Effective Decision Making
Decide quickly on small issues and go on to the next one. Make the call.
larger decisions, make a series of small decisions that will keep you moving
Once you’ve come to a conclusion, have confidence in yourself and in your
5. You may not “get it right.” Acknowledge the
mistake when appropriate, but don’t back away from your responsibility to
*Founder and Chief Visionary Officer for Jameson Management, Inc.;
International speaker, expert and author in practice management including the
recent release of book Success Strategies
for the Aesthetic Practice. www.JamesonManagement.com,