Tag Decision Making

Making Better Decisions

Steve Keating 2 Comments

It has been said that every decision we make, makes us. I believe that is true. It’s also true that the better our decisions the better our lives will be. Yet, many people struggle to make decisions. Their progress in life is hampered because they can’t, won’t or are simply afraid to decide. What they often fail to realize is that not making a decision is in fact a decision. It’s a decision to do nothing. That’s almost always a bad decision. 

It’s almost impossible to “fix” a decision that wasn’t made. When you make a bad decision all you have to do is make a better decision to fix it. Making more and better decisions is a valuable skill that can be developed through practice and a thoughtful approach. Here are some steps to help you improve your decision-making abilities.

  1. Define the decision: Clearly understand the decision you need to make. Identify the problem or opportunity you’re facing and define the desired outcome or objective.
  1. Gather information: Collect relevant information and data related to the decision. This might involve conducting research, consulting experts, or analyzing past experiences. Ensure you have a comprehensive understanding of the factors influencing the decision.
  1. Identify alternatives: Generate a range of potential options or solutions to consider. Avoid limiting yourself to just one or two choices. Brainstorm different possibilities and explore creative alternatives.
  1. Evaluate the pros and cons: Assess the advantages and disadvantages of each alternative. Consider the potential risks, benefits, costs, and consequences associated with each option. Consider the consequences of the consequences but don’t paralyze your decisions making ability by over analyzing. You must find balance here. Prioritize the factors that are most important to you or align with your objectives.
  1. Consider your values and priorities: Reflect on your personal values, beliefs, and long-term goals. Ensure that the decision aligns with your principles and supports what matters most to you. Sometimes, it may be necessary to make trade-offs or compromises. But, and this is big, do not compromise on your core values. Fight for them. If they aren’t worth fighting for then they aren’t really core values to begin with. 
  1. Analyze the potential outcomes: Project the potential outcomes of each alternative. Consider the short-term and long-term consequences and how they align with your objectives. Assess the likelihood of success or failure for each option.
  1. Seek diverse perspectives: Engage with others who have knowledge or experience related to the decision. Seek different viewpoints, feedback, and advice. This can help you gain valuable insights, challenge your assumptions, and identify blind spots.
  1. Trust your intuition: Intuition can play a role in decision-making, particularly when you have relevant experience or expertise. Listen to your gut feelings, but also balance them with rational analysis and evidence.
  1. Make a decision: After weighing the information, alternatives, and perspectives, make a choice. Avoid excessive hesitation or indecisiveness. Trust yourself and have confidence in your ability to make sound decisions.
  1. Take action: Implement your decision and follow through with the necessary actions. Develop a plan, set deadlines, and allocate resources as needed. Be adaptable and willing to adjust your course if new information or circumstances arise.
  1. Evaluate the decision: Once you’ve implemented your decision, evaluate its effectiveness. Assess the outcomes and learn from the experience. Determine what worked well and what could be improved for future decisions.
  1. Reflect and learn: Continuously improve your decision-making skills by reflecting on past decisions and learning from your successes and failures. Seek feedback and seek opportunities to refine your approach.

Remember, decision-making is a process, and it’s normal to make mistakes. Sometimes you won’t need this entire process. Sometimes you’ll use all of it but the process will be brief. Sometimes, the process will require a significant investment of time. 

In any event they key is to make a decision. But, it’s not really a decision until you act on it. Acting on a decision is vital to effective decision making. By consistently practicing and refining your decision-making abilities, you can enhance your skills and make more informed and effective choices over time.

And remember, the better your choices, the better your life!

Making Better Decisions

Steve Keating 1 Comment

Somebody really smart once said that our lives our made from the choices we make. I believe, good or bad, we are all only one decision away from a completely different life. That means we need to be certain we are making the best decisions possible in our life. 

Making decisions is a complex process. It involves weighing various factors and considering the potential consequences of each option. Some decisions are so complex that many people decide not to make them at all. But deciding to not decide IS a decision. 

It’s a decision to allow other people or random circumstances to choose your life’s course for you. That hardly ever works out well. So YOU need to decide, even with all the risks that can come with a decision you’re better off deciding than not. 

So here are some steps you can follow that are likely to help you make better decisions.  They can also remove some of the stress associated with decision making. 

  • Identify the decision: Start by identifying the decision you need to make. It’s important to be clear about what you want to achieve and why you need to make the decision.
  • Gather information: Once you have identified the decision required, gather as much information as you can about the options available to you. This could include research, advice from others, and your own experiences. Sometimes you’ll need to “trust your gut” when making decisions. Know that your “gut” is likely a life experience that you have forgotten but your subconscious mind has not. You almost certainly know more than you realize, trust yourself. 
  • Evaluate the options: Consider the pros and cons of each option. Think about the potential benefits and risks of each choice, and assess how well each option aligns with your goals. Go deep here, consider the consequences of the consequences of the consequences. Play the “what if” game. What if this happens? What if that happens? Good decision makers are seldom surprised by an outcome of their decisions. That’s because they have considered all the possibilities. 
  • Make a decision: Based on the information you have gathered and the evaluations you have made, choose the option that best aligns with your goals. 
  • Take action: Once you have made your decision, take action to implement it. This may involve communicating your decision to others, taking steps to put your plan into action, and monitoring your progress. You may have felt a weight lifted off your shoulders when you made your decision but you need to understand, it’s not a real decision until you act upon it. 
  • Evaluate the results: After you have taken action, evaluate the results. Assess whether your decision has led to the outcomes you were hoping for, and whether you need to make any adjustments or changes going forward. I like to assume that some adjustments will be needed. Having to make adjustments is not the sign of a bad decision, it is a part of making your initial decision even better. 

The better your decisions the better your life will be. You make tons of decisions everyday. Most are made subconsciously. Some of those can have a bigger impact on our lives than we realize but it’s the ones that keep us up at night that really matter. Don’t allow other people or circumstances to make those decisions for you. You are better off making a wrong decision that you can fix rather than surrendering control of your life to someone else’s poor decisions that you can’t fix. 

Make your decisions fearlessly. Know full well that you are in control of your life and you’re only one decision away from having exactly the life you want. 

Judgecerning Leadership

Steve Keating 3 Comments

I suppose we need to begin with what the heck “judgecerning” is. Simply put it is the active use of Judgecernment. That probably doesn’t help much so let’s try that again.

Many people would tell you that good judgement is the most important characteristic for anyone in a leadership position. I’d say it’s very important but likely not the most important. More important in my view is integrity. 

It’s a lack of integrity that often leads to poor judgement. People try to cheat their way to success and in their panic to avoid being found out they make a host of poor decisions. Those poor decisions frequently come from poor judgement and that poor judgement might never have been there if not for the lack of integrity to begin with. 

Judgement is the first part of Judgecernment. 

Good judgement comes from being able to discern what people mean when their communication is less than transparent. Discernment requires understanding the “laws” of human, physical and economic nature. Those laws never change and they dictate how people will behave in certain situations. 

A person with discernment doesn’t wonder why someone behaves the way they do. They know that the person is following one or more of those laws. They know that anyone with similar life experiences would do exactly what that person did. 

A leader with good judgement and discernment is said the have Judgecernment. 

Many problems go unresolved because the root cause is not determined. Leaders who lack Judgecernment chase symptoms of the problem. The mistakenly attempt to “solve” the consequences of the problem they have yet to truly identify. 

Judgecernment provides the opportunity to uncover and understand the actual problem and it’s root cause. Furthermore, it helps enhance the solution to the problem so that once solved the problem stays solved. 

Often, judgecerning leaders determine multiple solutions to a problem. Their Judgecernment helps them evaluate those multiple options to select the one with maximum impact. 

Leaders with Judgecernment are never left with the choice of two bad options. When faced with a choice of two options with poor outcomes judgecerning leaders find or even “invent” one or more additional options. They keep creating options until they have one with a much more positive outcome. 

Good judgement often comes from making bad decisions. Discernment comes from the patient study of the laws of human nature. The physical laws of nature. The economic laws of nature. Understanding and following those laws will lead to unparalleled success in every area of your life. There’s an old song that says “I fought the law and the law won.” You might want to keep that song in my when it comes to your leadership efforts. It may take a while but the law always wins in the end. 

Becoming a Judgecerning Leader takes effort and time. It’ll likely require sacrifices and dedication. But… the rewards are incredible. As with everything else in life, the choice of whether or not you’ll invest that time and effort is completely up to you. I hope you choose well. 

Want more of LeadToday? I’m changing things up on my Twitter feed for subscribers. On March 2nd I began publishing two videos each week focusing on an element of Authentic Leadership. I’ll post these videos each Tuesday and Thursday morning. They will be about 10 minutes long so we can get into the topic in a more meaningful way. The investment for subscribers in still only $5 a month. That’s for at least 80 MINUTES of quality video content on leadership a month. 

If you’re interested in taking a look head on over to my Twitter profile page. If you’re not a follower yet just hit the follow button. It will change to a subscribe button and once you hit that you’re on your way. You can cancel at any time you’ve decided you have nothing left to learn about leading the people who you count on for your success. 🙂

Here’s the link to my Twitter… https://twitter.com/leadtoday 

A Self Fulfilling Prophecy

Steve Keating 1 Comment

This is a story about a prosperous, or formerly prosperous, Hot Dog vendor in a major metropolitan city. He began his business with a single Hot Dog stand in the heart of downtown. He was a gregarious fellow who served excellent all beef Hot Dogs with all the fixins’. 

He could talk up a storm and always had something of interest to share with his customers. His customer base expanded over the first couple of years. His profits grew to the point he was able to pay for his son to attend one of the finest universities. 

The dad continued to do well with his Hot Dog business too. So well in fact that he added several additional stands throughout the city along with a handful of employees. All while his son was away at school. By any measure his business was booming. 

His son graduated with a degree in finance and triumphantly returned home. Upon learning of his father’s rapid growth he was shocked and concerned. He told his dad that he was very likely growing his business too fast. He added that the economy was on the cusp of a recession and he needed to downsize to “protect” his business. His business was sure to decline and he would be stuck with overhead and bills he wouldn’t be able to pay. 

The dad was surprised and disturbed by this news. He had no idea about the “mistakes” he had been making. All his bills were paid. He had no debt. His customers and employees were all happy and his profits were continuing to grow. But he had no formal education and his son had a newly minted degree. So he decided to follow his son’s advice. 

He immediately closed one of his stands and as his son had predicted sales began to decline. So he closed a second stand and once again, as his son had predicted sales and profits fell even further. 

Over the course of the year he laid off all of his employees and closed all but his original Hot Dog stand. Sales were once again at the level of years earlier before his son had gone off to school. 

The dad was amazed at how accurate his son’s “predictions” were and thanked him immensely for “saving” his business. 

Now this isn’t a true story but it very well good be. And if you’re not careful it could be your story too. 

As we continue in our turbulent times and approach a recession, or maybe already are in a recession, the “experts” will be out in force. The naysayers and doom makers will have ample “evidence” as to why you can’t succeed. Listen intently, use what you can from their “insights” but always always always decide for yourself. 

You know you better than anyone else. You know what you’re capable of. You know your business. You know your marketplace and your customers. The consultants and experts can add to your knowledge base but they can’t decide for you unless you allow them to. 

Never allow them to. Don’t become so “data driven” that you allow data to take over for your critical thinking skills. There was zero data to indicate any consumer demand for something called an iPod or a touch screen phone. But Steve Jobs went with his gut and moved forward anyway. It seems to have worked out reasonably well. There are still “experts” predicting the imminent death of the iPhone but I’ll bet Apple builds a few more next year anyway.

Good business plans, excellent leadership, sound values, integrity based principles, and undeterred perseverance will always win in the long run. Don’t let anyone who doesn’t truly know you and your business tell you otherwise. 

And never let their “predictions” become a self-fulfilling prophecy. 

On a different subject… Everyone can use a “nudge” towards success. I’m trying something new on Twitter. It’s called “Super Followers.” For $5 a month, that’s 17 cents a day, people can follow a part of my Twitter stream that is for subscribers only. It features short videos of me discussing leadership topics, sales tips and ideas for better overall relationships. I’m assuming there will be far fewer Super Followers than the million or so people who regularly follow me on Twitter. That will give me the opportunity to answer questions more throughly than I can on regular Twitter. Most of the answers will come in the evening cause we all have day jobs, right? Think of it as ”mentoring on demand!”

My goal with SuperFollowers is to build a better connection, one where I can help more and have a greater impact. I’m hoping it gives me a chance to mentor to a wider audience. It’s still new, we’ll see how it works. It’s a $5 dollar investment that may be the extra “push” you need to get to where you want to be. I’d be honored to be able to help get you there. 

You can find more information by clicking the Super Follow button on my Twitter profile page IN THE TWITTER APP. http://twitter.com/leadtoday Give it a try if you’re so inclined, and if you are, be sure to let me know how I’m doing and how I can be of even more help.

The Decisions You Make, Make You

Steve Keating 2 Comments

Research shows that the average person makes 35,000 decisions…a day! Assuming 7 hours of sleep each day that leaves 17 hours. That makes for a little over 2000 decisions an hour or one decision every two seconds. 

After seeing that research the first decision I made was to decide the researchers must be nuts. If we’re all making 35,000 decisions a day then we can’t be doing anything else. But then I made another decision to read a bit further. The article said decisions include things like deciding to read further in an article. Deciding to ignore a text notification while reading. Deciding to shift my position in the chair I was reading in. 

So whether we really make 35,000 decisions a day or not, it became clear to me that we make a whole lot more decisions than we are actually aware of. Some of those decisions have very little impact on our lives. Others have a major impact. And many, perhaps very many, we won’t understand their impact for years. 

I suspect many of the “outcomes” of our decisions we never tie back to a decision at all. But this much I’m certain of…the better the decisions we make the better the life we make as well. 

We make many huge decisions without ever considering the impact and consequences they could, or will, have on our lives. That’s because we often don’t realize how big some of our everyday decisions are.

For example, the decision about the people you allow into your life. You are the compilation of the five people you most frequently interact with. Yet for most of us we never even consider the influence other people have on our lives. We allow negative people, people who procrastinate, people who find a problem with every solution into our lives and then wonder why we struggle to be the person we want to be. 

If you want to be more successful then hang out with successful, positive and supportive people. 

I see salespeople all the time who when deciding to make one more sales call on a given day or knock off early they choose knocking off early. That’s a terrible choice in most every case. They limit their success, they limit their career and they limit their income. Salespeople who make that poor choice even a handful of times a month will need to work years to make up the lost income. But when deciding when their day will end they almost never consider the long-term consequences. 

The first step to making better decisions is realizing how many decisions you actually make. 

Little decisions, like deciding between a plain Hershey Bar or a Hershey Bar with Almonds won’t be life altering. But it’s likely that more decisions than you think will indeed have a long-term impact on your life. The most successful people consider the consequences of the consequences before making those decisions. 

You are potentially one choice away from a completely different life. There are two types of people in the world, those who believe their life is largely the sum of their choices and those who believe their life is chosen for them by the lottery of circumstances. 

If you don’t believe that then it’s likely you’re in the second group. If you’re interested in success that’s not the group you want to be in. 

Accept responsibility for your choices and you’ll be accepting responsibility for your life. 

A Guaranteed Wrong Decision

Steve Keating 3 Comments

I was asked years ago to do a Goal Setting workshop for a group of High School Seniors. We were talking about short term goals and I asked how many of the students were planning on attending college in the fall. 

The answers were varied but one stood out. The student said they had not yet decided about attending college in the fall so they were taking a year off school and then they would decided. I replied “so you’ve decided to not attend this fall.” They again said that had not yet decided about college in the fall so they were taking a year to “review their options” and then decide. So I gave the same reply. I added that by not deciding they had decided. They would not be attending college in the fall. 

The young student was frustrated with my answer. They were certain that they had not yet made a decision. But in fact the decision had been made. 

You may be tempted to cut the student a little slack given their age of lack of experience with making big decisions. Except the inability to make decisions has little to do with age or experience. 

It has to do with confidence. It has to do with being okay with failing once in a while. It has to do with the willingness to suffer the consequences of make wrong decisions. It has to do with with having the discipline to try again. And maybe again and again. 

People who can’t make a decision, or more likely, won’t make a decision, fail to understand that not making a decision IS a decision. It’s a decision to not change, to not take action, or it’s a decision to cling to a past mistake because you invested so much time in making the mistake. 

Not making a decision is guaranteed to be a wrong decision. I maintain actually making a decision that turns out to be wrong is often easier to fix than no decision because at least you’re now certain what doesn’t work. 

When you’re making a big decision and you’re not sure what to do then break the big decision into a series of smaller ones and do the next right thing to do. No matter how little that “right thing” is you’ll be creating momentum towards the big decision. You’ll be making progress and progress is always a good thing to make. 

If you think you truly can’t decide between a couple of options then simply flip a coin. I can promise you when that coin is in the air you’ll know exactly how you want it to land. Then, regardless of how the coin actually lands, you’ll know which option to choose. 

That may sound silly but it works amazingly well. But in order to find out for yourself you do have to decide to try it out. 

You Could be Wrong

Steve Keating 1 Comment

If you’ve read this blog for any length of time you know that my first job in management came as quite a shock to me. I was a very good salesperson until one day I was pulled into the office and asked if I would be interested in jumping several levels of management to become the General Sales Manager. 

I wasn’t actually sure what the General Sales Manager did but I did know the job came with a new car, a huge office with a private bathroom and a whole lot more money. Lots and lots of money. 

So of course I said yes and the following Monday I was in charge of a large sales organization. I didn’t let the fact that I didn’t know what I was doing keep me from doing it. We were selling soda pop and I sold more than anybody. How tough could it be to make sure everyone else was selling all they could too.

To say I made a few mistakes would be a rather large understatement. The worst part was everyone but me could see the mistakes coming from a mile away. I might have been a little too proud to ask the more experienced people for help but eventually I made the sales organization more of a democracy so others could share their ideas. But I made the final call because I was the boss and that’s what bosses do. 

Shortly after I was promoted I faced the biggest decision I would ever make in my new role. There were two major convenience store chains in the city where I was working. Vendors in both of those chains paid for the best shelf space. I only had the budget to purchase “eye level”  cooler space in one of the chains. The chains appeared to be about the same to me so I very strategically picked the chain with a location closest to my house. 

We would still have shelf space in the other chain’s stores but it would be “bottom shelf. ” Customers would have to look long and hard to find our products. 

My decision looked good for a few weeks. A few weeks. Just 3 weeks after making the agreement with one convenience chain it was acquired by the chain I decided not to make an agreement with. 

The chain that did the acquiring tossed all the vendor contracts from the chain they acquired. That meant in every major convenience store in a large metropolitan area, my products were now all bottom shelf. 

I was pretty lucky that my boss didn’t think that disaster was my fault. He chalked it up to bad luck and we agreed there was no way I could have seen that coming. But to this day I suspect I could have seen it coming. I know for a fact I should have seen it coming. 

I managed to mitigate much of the damage with some new sales programs and by out hustling the competition. I also learned a ton about making decisions, making mistakes, and “fixing” poor decisions. 

But what I learned most of all is to accept the fact that I could be wrong. About almost anything. That meant that people I disagreed with could be right. About almost anything. 

Authentic Leaders must make confident decisions based on the facts they have available. They must also be open to discover new facts that become available and have the courage to change a decision based on the new information. 

Leaders who cannot accept that one of their decisions may need to be changed are very limited leaders. Leaders who refuse to accept that they could be wrong have no ability to learn from their mistakes. Leaders who believe that accepting responsibility for a poor decision is a weakness will never fully have the trust of their people. 

Leaders who do not have the trust of their people are leaders in name only. For anyone hoping to truly lead making a mistake need not be fatal, refusing to admit that mistake most often is.