Many people make decisions based on hopes, wishes, and dreams. The best way to combat this is by sticking with what you know - determine the facts, analyze them, discuss them with your team, and narrow your focus on the most beneficial options. Suddenly, all of the “what ifs” spiral out of control to the point where the assumed consequences of a decision become far too unrealistic. In many cases, the weight of a decision can seem greater than what it truly is. The time, money, and effort you spend going back and forth on whether or not to make a decision could instead be directed towards more important issues that affect the company as a whole.Ĭhoosing from among several options makings the decision feel harder getty Making hard decisions in your life can already seem daunting, but in business, the consequence of indecision can involve lost income, opportunities, and productivity. He had essentially taught them that they shouldn’t talk openly about bad news. Instead of learning to rally together and find creative solutions, they felt demoralized and confused by their leader’s deceit. The most significant consequence was that the executive missed an opportunity to help his team build resilience in the face of a tough challenge. Had they used the full four months to plan, they would’ve been able to work through their emotional pain while having more time to think creatively about their options. Worse, they made poorer decisions with just a few weeks’ notice. The emotional turmoil the executive believed he was avoiding for the past four months was now even harsher than had he just told them when he first knew. And when they found out their boss had known about the cuts for months, they felt deceived and angry. When people found out about the cuts, they were understandably upset by the excessive rework they now had to do, not to mention disappointed by the loss of funding for the projects they had hoped to take on. By early February, everyone had completed their planning and had already built budgets that now exceeded the targeted cuts. When January came, he felt people were already too focused on closing out the year with final reports and the extra work of planning for the new fiscal year. In November, he decided that ruining people’s holidays with the news would be cruel. In one organization I worked with, an executive was given four months to prepare his department for significant budget cuts that would got into effect when the next fiscal year began on March 1. The longer you procrastinate on doing so, the tougher the decision-making will become. Yet as a leader, it’s your job to make tough decisions on a regular basis and move forward. It’s easy to experience decision paralysis in the face of challenging situations. We’re able to look at situations more objectively, instead of letting our emotions get in the way.” Once you remove those feelings, the process of making those decisions becomes easier and less complicated. “When you’re in a leadership role, much of the decision-making has to do with taking and accepting risks on behalf of others - a responsibility that generates much stress and anxiety. Sukhdeep Singh, director of the product strategy at Orro, shared his thoughts on the matter:
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