Biology Reference
In-Depth Information
Leaders must be open-minded, particularly in the fast-paced innovation cul-
ture of today. It is imperative that we not let ourselves become a victim of tunnel
vision. There is a lot going on in the world, particularly today, and ignoring this
will lead to definite challenges. What happens outside your cause can affect
what happens to you and your followers. Be aware of the world around you and
how it is likely to affect your activities. Having said that, as often as possible try
and be open in your decision-making process and share your motives with your
team. To the best degree possible, include them as part of the process. A variety
of decision-making styles will be used by a leader, depending on the circum-
stances, environment, and urgency of a response.
Figure 4.2
provides examples
Five Levels of Decision Making
J.T. Taylor
Leaders make solid decisions and commit to seeing them through. Losers put off decisions and
mess around with them once they are made. A key skill in becoming a successful leader is the
skill of decision making. It is surprising how many people don't like to make decisions. They do
all kinds of things to keep the moment of decision at arm's length including: gathering more
data, talking to more people, not thinking about the decision, fretting over who the decision
might offend, worrying about the resources needed to pull the decision off, hoping the problem
will go away on its own, etc. Good leaders develop the skill of making the best decision possible
with the best information possible in the timeliest manner. They are quick to decide and quick to
take responsibility for their decisions - positive or negative.
Successful leaders have learned that action is vital. They know procrastination kills. They live
with the reality of consequences and know there will always be uncertainty in decisions. No one
can see all possible ramifications; no one can predict every contingency; no one can absolutely
prevent failure. Leaders know that failure is not final, it is a learning opportunity. The real
danger surrounding decision making is not “will I make the wrong decision” but “did I make the
best decision possible given the facts and circumstances.” Strong leaders will always recover
from poor decisions - they learn and become wiser. But losers will mess around and miss
opportunities. And once they finally make a decision, chances are their decision will have no
momentum, no passion, and no urgency.
In addition to a bias for action, good decision makers approach decision making with some
foundational strategies. These strategies can best be summed up with three questions:
1. What is the downside?
If the liability involved is significant, and is even marginally possible, then the decision is
“no, go find other options.” One of the leader's most important jobs is to protect the
organization. Exposing the organization to undue risk is never wise.
2. What is the cost/benefit ratio?
Every decision is a trade-off between costs (usually company resources) and benefits (usually
claims aimed at increasing company resources). Smart leaders use the cost/benefit ratio to
leverage growth and profitability. Good decisions are highly leveraged with low cost/high
benefit. Poor decisions are high cost/low benefit. When leaders find low cost/high benefit
opportunities (with minor liability of course) the decision is, “Yes, let's do it.”
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