Decisions, decisions, decisions…we make dozens of them everyday. Ranging from simple and mundane (What flavor of toothpaste should I buy?) to profound and life-altering (Should I marry him?), the decisions we make chart the course of our lives.
Yesterday was December 7th, Pearl Harbor Day, and every year around this time I’m reminded of the powerful, and sometimes largely unknown, consequences of our decisions. The reminder stems from a story that I heard my wife’s grandpa, Don Hadley, tell dozens of times about a decision he made over 70 years ago that changed the course of his life.
In the summer of 1941, Don Hadley was a newly married U.S. Marine stationed in San Diego, CA. Shortly after his wedding he received orders for his new assignment: Report to the USS Arizona in Pearl Harbor for a two-year tour of duty.
Not wanting to move his wife away from her Italian-immigrant family, Don asked if there were any other options. He was told he could go to Guam for 18 months, but it would be sea duty versus the two years of shore duty in Pearl aboard the USS Arizona. He chose Guam because that’s where his wife Sara said she’d like to honeymoon and it would be a shorter tour of duty. Anyone familiar with the history of the attack on Pearl Harbor knows that on December, 7, 1941, the USS Arizona was sunk during the battle, resulting in 1,177 officers and crew losing their lives.
In a leadership capacity, this story has always reminded me of the ripple effect of my decisions and the importance of making good decisions that build trust with my followers. We never know what the ultimate impact may be of some of our decisions, so it’s important we make the best decisions we can. Here are five tips to help you make trust-building decisions:
1. Don’t overestimate your decision-making abilities – That fact is that most of us don’t receive much formal training in how to make decisions. Creating a list of pro’s and con’s is a good start, but there are many other decision-making tools that can help. Select the tools most appropriate for the decisions you need to make.
2. Be clear on the decision you need to make – There is a difference between problem-solving and decision-making. Problem-solving usually deals with a more complex set of variables whereas a decision is a subset of solving a particular problem. Dig into the root issues of the situation you’re involved with and determine what exactly it is you’re trying to decide. You don’t want to spend time making a decision about an issue that isn’t at the core of the situation.
3. Gather the facts – It seems like a no-brainer, but it’s amazing how many times we rush to decisions because we assume we know all the facts. Do research, talk to people familiar with the situation, and get advice from unbiased advisers. One of the quickest ways to erode trust with your followers is to make rash decisions that come back to haunt you because you didn’t take the time to thoroughly vet the situation.
4. Understand the impact on the stakeholders – Consider the needs and desires of those affected by the decision. Does your decision promote the welfare of those involved? Is it fair and just? Is it in alignment with your personal values and those of the organization? Try to step into the shoes of those on the receiving end of the decision to understand how they may perceive the outcome, and if possible, solicit input from those affected and incorporate their feedback into your decision if it makes sense.
5. Make the decision and follow through – In their classic Harvard Business Review article, The Smart-Talk Trap, authors Jeffrey Pfeffer and Bob Sutton explain that in business, “When confronted with a problem, people act as if discussing it, formulating decisions, and hashing out plans for action are the same as actually fixing it.” Trusted leaders do more than talk – they actually make a decision and follow through by implementing it. Sometimes it’s easy to get caught in “analysis-paralysis,” always wanting to discuss it a little bit more or gather just a few more facts. At some point you have to make the decision and move forward. If it ends up being the wrong decision then change course and try again!
I’m glad that Grandpa Don made the decision to go to Guam. If he didn’t, I almost certainly would never have had the opportunity to marry my wonderful wife Kim and have the beautiful family that I’m blessed with today. Trusted leaders take time to make wise decisions and then move forward confidently knowing they did their best.
Reblogged this on Nicholas sfeir's Blog.
Reblogged this on Responsibility Based Leadership (TM).
The exciting thing about making better decisions is that it need not take longer. Some of the best deisions are made quickly (even subconsciously) and when acted on turn out good. It’s access to good information/wisdon that gives confidence in the decision and the resulting action. It’s the absence of such information/wisdon that causes us to falter and often make a compromise – usually to be safe! More successful business owners and leaders routinely access the best information/wisdom so when a decision is necessary they make it with confidence (often quickly – the speed sometime misinterpruted as risk taking). It’s their consistent accessing of good information that facilitates their better (and often quicker) decision making ability.
Great points Graeme. It’s easy to procrastinate in hopes of securing better, more complete information. Leaders have to make the best decisions they can with the information at hand, and then be willing to flex their plans moving forward.
Thanks for sharing your insights!
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Great tips! I totally agree with Graeme. Some of the best decisions in my life that I made have been very quick and easy decisions with the trust of the right people. Great post!
Thanks for your feedback Sam. It can be easy to over-think our decisions and sometimes we just need to go with our gut reaction.
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