How to Think Like a Decisive Leader

Which road to takeYour reputation as a leader is intimately linked with your decision-making ability. Yet, in our often fast-paced and volatile world, making good decisions has become more complex and harder than ever. Whereas in the past, good decision makers were expected to draw upon their vast experience to deliver a sound course of action, it is now often impossible to ask the same of a modern leader. The world moves too fast and leaders can’t possibly have all the answers. So how then could we make a “good decision” given this phenomena? Well, the most important part of modern decision-making is speed. Rapidly making sense out of the vast amounts of data that we are now privy to in modern society is a valuable skill that all leaders should work to hone. Still, the most important aspect of this sense-making ability is translating it into relevant action, and this only happens through making swift and calculated decisions.

Why does being a decisive leader inspire others and deliver better results? Because individuals and organizations learn from making decisions, even bad ones. By being decisive, leaders allow themselves to get clear, immediate feedback from their actions. As a result, they are able to learn, and then change course if necessary to achieve the results they are seeking. Contrast this with the indecisive competitors, who while congratulating themselves for not making any bad decisions, are likely still mired in analysis and have not taken any action that enabled valuable feedback. The saying goes that “speed kills,” yet, its intention is to remind one to slow down. I say “speed kills,” so speed up your decision-making and start “killing” your competition!

Google is a company that embraces this philosophy masterfully with its cultural philosophy of “design and iterate.” As one of the world’s greatest learning organizations, they are not afraid to make decisions that will expose areas for improvement. They consistently are first to market with fresh, yet, imperfect products, because they know that consumer feedback enables the best re-design possible in the shortest amount of time. So why don’t more companies and/or leaders embrace decisiveness in their operational decision-making?

Through my consulting work, I’ve noticed a few consistent patterns with leaders that hold them back from embracing a decisive mindset. These are strong, innate tendencies that all humans seem to share at some level, and they are all grounded in fear. I’ve come to call these the “Four Desires that Degrade Decisiveness.”

1. A desire to be correct – Who likes to be wrong? No one I know. When we make bad decisions, it negatively impacts our ego and self-esteem as we feel incompetent or inadequate. This is a really lousy feeling and a strong motivator to avoid making decisions until we are certain they are correct. Yet, we all know that completely avoiding mistakes is simply unavoidable. The best leaders embrace their vulnerability, and choose purposeful action over protecting their ego.

2. A desire to please everyone – When we make decisions that impact others, we want everyone to get on board with them. Yet, the best leaders know this may never happen as disappointing others is simply part of leadership. Leaders avoid wasting time on lobbying for 100% agreement and instead work to maintain trust with opponents. At some point a leader must say, “I have to make a decision here and we are going with this. I appreciate your input and now I need your support. If we need to adjust as we go, I assure you I will make that call accordingly.”

3. A desire to procrastinate – Why do we all procrastinate? It feels good! That’s right! Making a decision is hard and there are often losses in doing so. Having our options open feels good. Thinking our boss will have that answer we need tomorrow takes us off the hook, and that feels good. Yet, delaying decisions is just delaying outcomes and learning. Leaders seek not to be comfortable, but to drive results.

4. A desire to hide – Sometimes decisions have real consequences. Perhaps jobs are on the line, or maybe significant financial risks are at stake. The pressures of making these decisions can cause one to want to hide from responsibility. However, do not let a fear of responsibility impact your ability to be decisive – the most successful decisions happen because individuals had the courage to make them to begin with. One of the most powerful ways to show leadership is to demonstrate courageous decisiveness when others are unwilling to step up to the challenge.

Improving your own decisiveness begins with an honest assessment on which desires show up for you as a leader. Take a moment to self-asses your decision-making tendencies and reflect on what tangible actions will best serve your personal growth needs.

This post is a sample chapter from my new eBook “ACTIONABLE! Leadership: Develop Your Inspirational Ability, Motivate Teams, & Achieve Extraordinary Results.”  Claim your free copy by following the below link and start taking action towards meeting your full leadership potential.

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8 Beliefs That Increase Your Leadership Potential (Part 2)

8 Beliefs That Increase Your Leadership Potential (Part 2)

In Part 1 of this post, we explored how our values, beliefs, and personal stories drive our behavior through the road trip story. After running out of gas, each team member played a pivotal role in getting them back on the road. The story demonstrated how certain beliefs open up possibilities, ensure priorities are maintained, and invite greatness.

The next four beliefs presented should further enhance your leadership potential. As you read through them, I offer that you check in with yourself and ask if they are congruent with your own system of beliefs. If you assess these beliefs as your own, to what extent are you living them in your day-to-day actions?

1. With issues of integrity, there is a clear right and wrong path – A leader’s reputation is intimately linked with his or her decision-making ability. Yet, in our often fast-paced and volatile world, making good decisions has become more complex. As a result, today’s leaders are becoming more comfortable with making decisions in “gray areas,” where there is no clear right answer. However, when it comes to issues of integrity, there are no “gray areas,” there is simply right and wrong. The basics of integrity may seem overly fundamental…of course leaders shouldn’t lie, cheat, or steal! Yet, if you inventory the greatest leadership failures in recent memory, they almost always are a failure of character. In the U.S. alone, we can look at Bernie Madoff, Bill Clinton, Mark Hurd, or Joe Paterno as prime examples. All were clearly competent in their leadership positions and very successful before they started to make small choices that ultimately led them down a dangerous path of self-delusion. As William James once said, “It’s the small choices that bear us irresistibly towards our destiny.” Leaders know their values, exercise self-control, and choose the harder right—every time, all the time.

2. A leader’s primary role is to manage culture – When you think of a great leader, what comes to mind? For many, this question conjures up images of the visionary who sees what we cannot, and then sets the strategy to get there. For others, they respect the tactical genius who gets things done where others cannot, the one who enables flawless execution and delivers results. Yet, the best leaders believe their most important role is not to set the strategy or even sustain execution, but to manage the organization’s culture. Why? Strategy can shift with the wind. Execution, while undoubtedly important, is likely already the primary focus of the entire management team. Yet, who is looking after the culture? Whose job is it to communicate the values? Who will teach us the rituals, share stories and legends, hold ceremonies, and shape our daily operating assumptions? All of which will determine how well we execute on our strategy! Who will answer this call? Leaders will.

3. Sometimes great leadership is being a good follower – Those who are in positions of organizational authority are also the ones we expect to most often exercise leadership. Thus, one of the most difficult things for a manager to do is to simply get out of the way. Just because one may have power, title, or positional authority does not mean they are the most qualified to lead every time. Perhaps there are team members with expert knowledge or experiences which make them better suited to determine a path or outcome. Or maybe, there are team members that need to grow, and the manager’s leadership is stifling that growth. For example, when I’m training a large group of equally amazing leaders in a workshop and they embark on a team challenge together, not everyone can be a leader. In these scenarios, great leadership is often recognizing when one is hindering the process rather than adding value to it. I find it inspiring to watch an often dominant and influential leader recognize this truth, and then step aside to make space for others. For an experienced manager, it may not be easy to let others take the lead. Yet, ironically, it can also be masterful leadership.

4. 80% of success is simply showing up – You’ve probably heard it before as this is a staple comment of most sales training programs. Yet, when it comes to leadership, your presence cannot be underestimated. Like the back of a raffle ticket, you must be present to win! Your physical presence as a leader is a service to those you lead as it enables accessibility and facilitates critical communication. More importantly, how you spend your time is the single greatest indicator of what is important to you. If you are constantly buried in the office because those emails must be answered, you are telling followers that is what you most care about. You are communicating, my needs come first. Yet, every time you make a consistent effort to check in with your people, ask what their challenges are, what resources they need, and how you may be of service, you are demonstrating a commitment to putting your follower’s needs first. People understand that managers get really busy, and that’s exactly why making a deliberate effort to create a more human connection with your presence will inspire greater loyalty and motivation.

Hopefully, these beliefs personally resonate with you and your leadership experiences. If so, you are likely already fulfilling much of your leadership potential. If not, remember that our beliefs, values, and personal stories are not fixed, we can change them. While not a simple undertaking, it is always a worthwhile endeavor to strive for greater leadership capacity. The world needs your leadership. Choose to reach your full potential.

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