Making Tough Decisions
One of the most important roles of leaders is making the tough decisions.
The ones no one else wants to make…
But everyone wants you to make…
And some will criticize you for not making it sooner …
While others will disagree with your decision.
But the buck stops with you.
These include decisions to…
- Identify the right talent to add to the team.
- Remove unproductive people from the team.
- Direct financial resources to grow the organization.
- Reduce expenses to meet financial targets.
- Provide products and services to customers or clients.
- Provide benefits and resources to employees.
- Downsize or right size the organization.
- Determine the capability and capacity of the organization to meet its goals.
- And more…
Often there’s no shortage of data or insights to guide your decision. Yet there’s always a gap, the unknown space between predicting or anticipating the future and the reality of what will happen.
And to be honest…
There’s some level of fear of (a) making the wrong decision, or (b) fallout from making the right and necessary decision.
There might be embarrassment because your tough decision makes it clear that your prior decision was wrong and you’re back-tracking. Meanwhile there was a financial and reputational cost to the organization.
There’s avoidance, delay in addressing the issue. Knowing it won’t resolve itself yet being unwilling to face the facts of a looming crisis.
These forms of indecision are unproductive. They’re accompanied by waffling, being overly emotional, second guessing yourself, as you’re unable to bring it to conclusion. The topic is either not on your meeting agendas at all, or it’s repeatedly there with no progress.
On the other hand, being in-decision can also be productive. This is when you’re actively gathering inputs to guide you. Proper staff members are aware of the status of the decision, are encouraged to share their inputs and perspectives, and you’re closely monitoring the key performance indicators.
Timing is paramount. Know when the decision must be made, and when it’s too late in the context of cost overruns, reputational damage (both organizational and personal), or failure to deliver on programs and services. There’s a sweet spot, a balance between having enough information (because the right decision is still the same, even if you wait); and others recognizing the value of your decision.
Great leaders have the ability to…
Identify a looming problem…
Gather information to assess it…
Decide what to do about it…
To ensure the success of the organization and engagement of the team.
Great leaders take responsibility for tough decisions. They draw others into the conversation. They admit missteps. They look for multiple sources of expertise. They balance the logical and emotional aspects of the issue. They hold the team accountable for their commitments. They leverage new approaches against those that are “tried and true”.
And sometimes, when leaders make the tough decision they’ve been dreading, they recognize on the other side, that their team breathes a sigh of relief. Because everyone knew it had to be made and they knew the necessary thing to do. But they feared the outcome, the impact on them personally and on their own teams. Only when fear of indecision exceeds fear of outcome, does the leader make that tough decision. Hopefully, it’s not too late.
If you wait too long, abdicate your role, are consumed with indecision, don’t recognize the imperative timing to make the tough decision, then someone else will make it for you. And when they do, it’s your signal that you no longer hold the authority of your role. Either your banker, your boss, or your board is now in control. Their trust in you has faltered. Regaining it will be hard, maybe impossible.
Great leaders look tough decisions in the eye, and make the right decision, at the right time, for the right reasons.
What tough decisions are you facing? How will you lead?
Copyright 2024 Priscilla Archangel.
Photo by gustavofrazao from iStock.