How can leaders make better decisions?

Leaders make better decisions when they involve others When they seek out more information, ideas and solutions Leaders aren’t expected to know all the answers They are expected to create an environment where the best decision is reached … and that’s by recognising the talent all around you That’s the smart move

One of the things that I have experienced through the years, is first reflect on your Goal. Have you been vigilant and realistic about what you want to achieve. Often what may seem to be a problem may just be a red flag to indicate that you are not heading down the right path. or may not even be the real problem. So before you define a problem, ensure that you have a clear vision and goal to what you want to achieve. You need to be futuristic in your view and not just anticipate short term hiccups, so when you are identifying your Goal make sure that you are considering the impact of the environment you, the people, industry etc could be impacted by; this will give your a strong problem statement that you would want to solution for.

This is the most crucial step. If this isn’t done right, everything done after this is in vain. What is the problem Or issue, why is this a problem, what are its impacts and what is the goal we want to achieve! While defining the problem, it is crucial to take feedback/input from the others in that ecosystem to ensure that the defining process is includes all angles and perspectives.

Les dirigeants peuvent améliorer leur processus décisionnel par la collecte et l'analyse des données, la consultation des membres de l'équipe, l'évaluation des risques, la définition des process.

By listening! observation.. detection.. diagnosis.. facing the facts.. right consultants.. listening.. understanding.. lessons learned.. solution!

When it comes to contributing to problem definition, there are a few tips that can be helpful. First, it's important to listen carefully to all stakeholders and gather as much information as possible. This can help you identify the root cause of the problem and understand the various factors that are contributing to it. Additionally, it's important to ask questions and clarify any uncertainties or ambiguities. This can help ensure that everyone is on the same page and working towards a common goal. Finally, it's important to be open-minded and willing to consider multiple perspectives. This can help you identify creative solutions that might not have been obvious at first glance.

Ensure that you have access to all relevant information before making a decision. Consider both quantitative and qualitative data, and seek input from diverse sources to gain a comprehensive understanding of the situation. Clearly articulate the goals and objectives you want to achieve with the decision. This clarity will guide your decision-making process and help you evaluate potential options against specific criteria.

Making better decisions requires courage and strategic acumen. Are you ready to elevate your decision-making and drive success? First, collect and analyze all pertinent data and insights to inform the decision-making process. ↳ Consider various perspectives and potential outcomes to make well-informed decisions Lastly, Encourage input from diverse stakeholders and team members to gain different viewpoints and identify potential blind spots. ↳Constructive feedback can enhance the quality of decisions and drive better outcomes PS: The most effective leaders are those who make bold decisions based on thorough analysis and diverse input. By courageously embracing these strategies, you can lead your team to new heights of achievement.

As a leader in the search firm industry, I have identified the problem we face in our candidate screening process. Our current approach often leads to excessive time and resource expenditure, leading to potential frustrations for both our team and our clients. To address this, our goal is to implement smarter screening techniques that enable us to quickly identify top candidates while ensuring a positive experience for all stakeholders. By reducing inefficiencies, we can deliver higher-quality candidates and strengthen our position as a trusted partner in talent acquisition.

Data is Historical, so when doing data analysis please consider that. The environment that was in place, the situations and markets etc; can give you insights to those scenarios. When you are solving issues, one needs to consider the current environment and if the data available is relevant to what you want. I have seen many projects fail and when we reflect the common answer is "but thats what the data said" I remember being told early in my career if data analytics defeats common sense, use common sense

As a leader in the search firm industry, I gather and evaluate data to support decision-making. To identify the best recruitment sources for a job role, I analyze internal reports, candidate information, and metrics like time-to-fill and candidate quality. I also conduct surveys and interviews with applicants and hiring managers to understand their experiences and opinions. I review industry reports and studies for broader insights. Throughout this process, I ensure data quality, accuracy, and relevance by cross-referencing multiple sources and verifying credibility. This allows me to provide informed recommendations to clients and help them make data-driven hiring decisions.

Seek input from relevant stakeholders who may be affected by the decision. Involving others can provide diverse perspectives, uncover blind spots, and build support for the decision.

It's proven that data-driven organizations drive better results. But what if you aren't gathering the right data, or interpreting the results incorrectly? Business leaders can sit with Analytics PMs/team to talk about what they're tying to accomplish with data, such that those teams can tag and gather the data. Thereafter, you can continue to work together to interpret the results, what it means, and how you can apply it. Leaders don't need to be data experts, but the bring in the data experts to help you understand the full picture of what the data is telling you.

As leaders, we're often removed from the front lines, where the effects of the decision play out. People in leadership roles need to ask questions and listen to the perspectives and needs of those in the trenches.

Again consider what you mean by data. Is there a data bias that is limiting seeing the problem in its entirety? Sometimes we argue over a practical thing, when in fact our unmet need is emotional, so no amount of practical solutions will really solve the situation.

Data only tells you part of the story. Don’t be fooled into thinking that by simply looking into the rearview mirror you know which road the travel on next.

Garbage in, garbage out. Make sure the data your ate gathering is not biased and not futile otherwise it may complicate a simple decision-making process. Knowing what data will help you best is key

Assess the potential risks and uncertainties associated with each decision. Develop contingency plans and mitigation strategies to address possible challenges that may arise.

When working on alternatives, it's important to know what the sweet spot is. Too few alternatives can lead to a "go with your gut" instinct that isn't really based on reality. Too many alternatives can lead to spinning your wheels and wasting time or resources, often referred to as "analysis paralysis." This may vary from situation to situation. You may not always have the time to explore the very best solutions - but you might be able to find a pretty good one. Always keep in mind the goal you started with and how well the proposed solution fits. This will help you stay focused and quickly filter possible solutions.

A proper risk management exercise will make it clear which paths will deliver most benefits and which alternatives will help you achieve the desired results in the most favorable way. Ease-impact matrix is a tool we effectively use in this phase.

“Two heads are better than one” Generating and comparing alternative solutions is the time to involve your team if you haven’t done it yet. Team work will help you avoid typical pitfalls like overlooking assumptions, confirmation bias or anchoring.

Decision-making is a fundamental aspect of leadership, and it involves processing information, evaluating options, and choosing the best course of action. However, human decision-making is susceptible to cognitive biases (a very important aspect to consider), which are systematic errors in judgment that can lead to sub-optimal choices which can influence leadership judgments, affecting everything from strategic planning to team management, hinder innovation, and result in missed opportunities. Various strategies like Awareness and Reflection, Seeking Diverse Perspectives, applying Decision Protocols and signing a Devil's Advocate could support avoiding Bias in decision-making.

Follow the "Six Thinking Hats" methodology to consider every aspect of every available option. This helps make a quicker decision, while staying focused and avoid any conflicting thoughts.

Many a times the best option will not be obvious, this is where you'll have to use concensus or best judgement based on the info and data at hand at the time of decision. Delaying the decision might not be favorable either. Involve your team, take them on board and make the best call at hand.

Generally the hard answer is the right answer. If you can’t pick a good outcome, then choose the least worst alternative outcome.

Monitoring results means accountability for decisions made. Urgency with accountability makes it more impactful and relevant in assessing lessons learned and whether to continue or kill an experiment.

"I'd rather make a half-good decision on Monday, and work on making it good till friday, then wait till friday" is what I say and this phase of monitoring and reviewing the results helps you course correct where needed and possible.

The key to effective project monitoring is NEVER to wait until the end to check on results. It should be a continuous and proactive process. Regularly checking on results throughout the project lifecycle ensures that issues are addressed promptly, resources are optimized, and the project stays aligned with its objectives. This approach enhances adaptability, stakeholder engagement, and overall project success. The last thing you want is a nasty surprise at the end of it all for something that could have been easily avoided.

While action is the most important step, being comfortable with monitoring and not being married to that decision is almost as important. Decision-making involves evaluating outcomes against expectations and criteria, learning from the experience, and being open to changing course based on new information. Adapting decisions based on feedback and results allows for continuous improvement and growth in decision-making skills. It's about embracing the learning process and being agile enough to modify decisions if circumstances or data suggest a better alternative. This approach fosters a more resilient and effective decision-making framework, enabling leaders to navigate complexities with confidence and agility.

This is another point that is really important, when you make a decision and begin to make it, you need to know how much resources has needed and how much favorables results has generated. Putting this on the scale you will know which buttons to press to improve

1. Gather Diverse Perspectives: Encourage input from a range of people, especially those with different experiences and viewpoints. This diversity can provide a broader understanding of the issues at hand. 2. Data-Driven Decision Making: Utilize data and analytics to inform decisions. Reliable data can provide insights that might not be obvious from intuition alone. 3. Long-Term Thinking: Consider the long-term consequences of decisions, not just short-term gains. This foresight can prevent future problems and promote sustainable solutions. 4. Emotional Intelligence: Be aware of and manage your own emotions, and understand the emotional needs of others. This can lead to more empathetic and effective leadership.

Be mindful of your mental and emotional state before making any decisions. Research shows that, at any given time, we are three times more likely to make decisions from a place of fear. This is due to the neuro pathways, mainly located at the left side of our brain, the so-called rational brain. When making a decision, we face uncertainties and unknowns. This will trigger the neuro pathways responsible for our fight or flight responses, and before we know it, our brain gets flooded with stress hormones, resulting in a "hijacking" situation where we can't think clearly. Before making any decision, quiet your mind with grounding exercises to activate the right brain, where clarity of vision and focused action are located.

Don't let algorithms dictate your every move. Use data as a guide, but remember it doesn't tell the whole story. Intuition, empathy, & lived experience are essential ingredients in decision-making Don't rush into impulsive pronouncements. Give yourself time to reflect, gather information, & sleep on it. Haste often leads to missteps, while thoughtful deliberation delivers better outcomes. Create space for quiet contemplation, let ideas simmer, & allow your team members to voice their opinions without interruption. Don't blindly follow consultants or advisors. Develop your own judgment, trust your instincts honed by experience, & learn to make independent, well-reasoned choices, even if they differ from the pack.

Leaders are human, and don't have all the answers - and that's okay. Use a whole perspective that includes: -data -speaking with others -inner/soft skills (intuition, empathy, listening) -experience from your past Take action to make decisions and know it's a learning experience. My formula is, "Test, Track and Tweak" everything rapidly and learn. Feed what you learn back into the progress. This is how you scale.

Leaders should learn and teach others on the ways to make decisions. It’s a seldom taught and understood skill. Learning and sharing the principles of decision making gives the team the awareness of the processes and where people are in the process so they can best navigate decision making as a team with diversity commitment and appreciation.

Step back and consider the Three Lines of Work, which takes a holistic, living systems approach. Simply put, it's > 1st Line of Work: Me > 2nd Line of Work: We > 3rd Line of Work: Community (or it) To make the best decisions, start with the third line - your beloved stakeholders in the form of people, places or causes. Ask yourselves, > "What is their next stage of potential?" > "Where are they seeking to evolve to?" Keep the image of your Third Line's next-stage potential as you then ask yourselves: > "What will this require of us?" > "To support our Third Line, what will it call us to: -- Stop doing? -- Decrease doing? -- Maintain? -- Increase? -- Add? Then ask yourselves, "what does this mean for the decisions we have to make?"

Find the right balance between making decisions quickly and taking the time needed for thoughtful analysis. Urgent decisions may require swift action, but important strategic choices may benefit from careful consideration. Find the right balance between making decisions quickly and taking the time needed for thoughtful analysis. Urgent decisions may require swift action, but important strategic choices may benefit from careful consideration. Recognize that circumstances may change, requiring adjustments to decisions. Stay flexible and be willing to adapt your approach based on evolving information and feedback.

Leadership is like a strategic chess game, and making the right moves requires a blend of intuition and thoughtful consideration. In my view, the secret sauce to better decision-making lies in embracing diverse perspectives, learning from past choices, and finding that sweet spot between gut feelings and hard data. I think self-awareness and strong EQ are also critical for any leader to possess.