During my long time work at a large Corporate Global Automotive Supplier, only a few years ago I was invited for a Leadership Training from Kepner-Tregoe: Decision- and Problemsolving Technique. This training was custom taylored for big competitive companies who always face challenges and internal changes and never move unprepared. Never.
Today I received the book “The War Of Art” (Sun Tzu). After reading the first few pages I knew – yes, that company was quite familiar with all those rules. I honestly value my time there because I learned a lot. And as a strong decider one day we all move on to our own stages. Decisions, decisions….
The day starts with decisions and ends with the decision when we go to bed. Being vigil means deciding. But our worst enemy is the security-level we own and protect. This wish for security blocks our choice and decision initiative. Our insecurity peaks by the fear of mistakes. We replace constructive completion strategies by creative apology-presentations, like: “no time…”. Fact is that everyone of us gets the same amount of time – 24 hours.
Every decision is a reduction of available possibilities. Once we made a decision, we kind of killed the remaining alternatives with a strict and strong “No” (thanks). But, some people need the large scope of indecisiveness. Their great amount of alternatives juggles a feeling of secureness. In the end they pay a high price for the freedom of their non-decisions. Warnings, constraints and on-going demotivation will knock on their doors.
What´s the fear about? Mostly the origin of lack of decision competence results from lack of information. A secure feeling is being given by a sufficient information stock. You can only do that once you know the exact goal. You can only shoot the arrow at a target. For aiming you need to know the distance and the weather conditions. Next, you need to focus.
When going for major decisions you have to include the important decision makers and those people who will perform the change. Avoid growing potential uncertainty in each missing information by speculating with reality oust and irrelevant facts.
What´s more important is to check potential risks which can endanger the successful implementation. The method I talk about is to bypass cogitable difficulties. In my next blog-posts I will explain how to recognize desired objective targets and how to weight information before developing alternatives.
BE A DECISION MAKER. BE OUTSTANDING.
rita jaskolla – Leadership Architect –