I’m going to work at Podia, an online storefront for creators to sell their books, courses, and memberships. This past week was my last working at ConvertKit, the email marketing company I’ve been at for 3.5 years. By using less mental energy for structural decisions we free up space to be more creative and present. Like I talked about in T4T8, structure can often give us more freedom in our lives by reducing the cognitive load of decision making. Change is tough for people because it’s so comfortable to stay in routine. What clothes to wear, food to eat, how to interact with others. Prefer to talk? Choose a time and it will drop right into my schedule.We are faced with decisions every day. Follow me on LinkedIn to stay connected.ĥ. Join my list to receive regular articles and insights, early news about programs and offers, and respect for your inbox.Ĥ. Feeling unfulfilled, overworked or unclear about what next? Work with me to identify what is holding you back and make a plan for more powerfully and enjoyably pursuing goals that matter to you. I help accomplished professionals untangle difficult career questions so they can thrive in work and life.ġ. Want to find out more? Send me a note and let me know.Ģ. Send me a message to enquire, and please share with anyone you think may benefit PS If you’d like help as you move through some difficult decisions in your role, let me know. Making difficult decisions as a senior leader is challenging, but with these practical tips you can make informed decisions that will benefit your organisation and the people you lead. Encourage them to share their own experiences and perspectives on decision-making. This will help your team members understand your decision-making process and build trust with them. Share your experience of making a difficult decision with others. Be open to constructive criticism and use it to improve your leadership skills 5. This will help you understand how others perceive your decision and provide valuable insight into how you can improve your decision-making in the future. Seek feedback from others about your decision-making process. Use this experience to learn and improve your decision-making for the future. Consider what worked well and what could have been improved. Explain why you made the decision, what it means for the organisation, and how you plan to move forward.Īfter making the decision, take some time to reflect on the process. Sometimes deferring a decision is the correct path but if that’s not what you want, be confident in your choice and communicate it effectively to others. Getting stuck in analysis paralysis won’t help anyone.ĭelay is, in itself, a decision to accept the default outcome. Once you have evaluated all the options and considered the consequences, it's time to make the decision. Seems obvious doesn’t always happenĪs a leader, you need to exercise judgment as to when the tipping point between useful analysis and unhelpful complexity and delay has been reached. To avoid believing your own PR on your preferred solution, it’s worth asking: if we do x, and it goes horribly wrong, how would we be describing what happened when we’re mopping up after the event? 3. When you have your full list of potential solutions, evaluate each one carefully. When you think you’ve got the final choices ready, generate several more. Encourage your team members to share their ideas and thoughts on how to tackle the issue. This will help you make a more informed decision and avoid any blind spots.īrainstorm potential solutions to the problem. Ask your team members, colleagues or external consultants for input. As in step 1, assumption-busting is one of the most important things you can do in this process. It’s essential to gather information from different sources and viewpoints. Gather data, brainstorm and carefully evaluate. This helps focus your decision-making process and ensure that you’re solving the right problem. Take the time to define the problem clearly and concisely. We are assumption machines, and that can get us into trouble.īefore making any big decisions, stop and test your assumptions about what the problem even is. Here are some practical tips for leaders who need to make tough decisions: 1. Whether it’s a tough call about a major investment or a difficult personnel decision, leaders need to make decisions that will impact their organisation and the people they lead. Making difficult decisions as a senior leader is one of the most challenging aspects of the job.
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