LEADERSHIP COMPETENCIES - THE DEFINITIVE GUIDE
CREATE A LEADERSHIP PLAN TO IMPROVE YOUR ABILITY TO:
MAKE GOOD DECISIONS
CREATE YOUR LEADERSHIP PLAN BY COMPLETING EACH OF THE SIX STEPS BELOW. WHEN YOU ARE FINISHED YOU WILL EMAIL YOURSELF AND YOUR MANAGER A COPY OF YOUR COMPLETED PLAN.
STEP 1: UNDERSTAND WHY THIS LEADERSHIP COMPETENCY MATTERS
The success of any organization comes down to the simple requirement that they make the right decisions. When it comes to any organization component such as strategy, marketing, human resources, etc., the right decision can bring success where the wrong decision will bring disaster. Leaders that make good decisions put the organization on the right course and help them maintain that course. Leaders that make poor decisions will ultimately drive the organization to obscurity.
Why this matters to me
Describe in your own words why improving this leadership competency matters to you.
STEP 2: ENVISION WHAT THIS LEADERSHIP COMPETENCY LOOKS LIKE
Leaders that make good decisions know the final responsibility for all decision making falls at their door. They know that part of the trust placed in their leadership is the trust to make the right decision when it matters most. They know that one decision could define their legacy and could be the difference between propelling the organization forward or requiring years to dig itself out of a hole. They approach decision making courageously but carefully, knowing the breadth of the consequences their choices represent.
Leaders that make good decisions follow a decision making processes and protocol. They do more than just trust their gut instinct. They approach decision making in an organized manner. They know and apply the current research decision making best practices.
Leaders that make good decisions know the hardest task in decision-making is to correctly define what the real question is. They don’t start answering a question until they are certain they understand what the question really is. They refuse to move forward until the right question has been clearly defined from all angles.
Leaders that make good decisions refuse to make decisions in a silo. They gather people around them who can help them get decisions right. They go beyond having a select group of confidants and look broadly for unique experience, differing perspectives, and people with insight that could prove pivotal to their thinking and reasoning.
Leaders that make good decisions rely heavily on data as a tool in their decision making process. They obtain concrete data from multiple sources to lend insight into which decision is most likely to prove correct over time. They continue to rely on data after their decisions are made to validate that the right action was taken.
Leaders that make good decisions can judge which decisions require a large investment and which decisions have lesser consequence. They never approach decisions the same way twice. They tailor their decision-making approach and level of investment based on the realized need and the calculated return on their investment.
Leaders that make good decisions carefully analyze the impact their decisions will have on others. They work to minimize potential negative impacts. They recognize that sometimes things go wrong, and they put in place back-up plans in case their decisions prove wrong.
Leaders that make good decisions act ethically in every decision they make. They never trade the long-term consequences of unethical behavior for the quick short-term win. Their personal standard is perfect honesty in all they do.
What it looks like to me
When you think of this leadership competency, what specifically does it look like to you?
STEP 3: LEARN THE BELIEFS THAT DRIVE LEADERS TO DO THIS COMPETENCY WELL
You can’t answer a question until you are certain you understand what the question really is.
Don’t apply time and resources to answering a question that could ultimately prove to be of no actual consequence.
Rarely do complex questions have a single correct answer. Set your sights on correctly identifying all possible correct answers, not just the first one.
There are proven methods for making correct decisions that have been identified through research, and they can be learned.
Decision-making isn’t about gut instinct; it is about mastering and correctly applying a decision-making process and protocol.
Never stop looking for an answer to a decision just because you have one. The best answer will rarely be the first answer.
You either work hard to make the right decision or you work hard to fix a bad one. There are no short cuts.
Data will both guide you to the right decision as well as validate that you made the right decision. In decision-making, concrete data is your best friend.
You should never make decisions alone. The more people you bring into the decision making process the more likely you are to get the best decision.
What I believe
STEP 4: SELF ASSES YOUR CURRENT PERFORMANCE IN THIS LEADERSHIP COMPETENCY
Do I accept final responsibility for all decisions in the organization, or do I try and push that role on others?
Do I follow a decision-making protocol, or do I rely on my natural instincts alone?
Do I know and apply current best practices in making decisions, or do I overlook their use?
Do I make sure I know the right question to answer, or do I fail to verify I have truly defined the question properly?
Do I rely on other people to help me make the right decision, or do I make decisions alone and in a silo?
Do I seek for help in making decisions from circles outside of the norm, or do I always go to the same people for help?
Do I use data to inform my decisions, or do I rely on unfounded thoughts, feelings, and conclusions?
Do I invest according to the level of the consequences of the decisions I have to make, or do I invest without differentiation?
Do I analyze the effects of my decision on other people, or do I skip over the effects my decisions have on people?
Do I act ethically in all decisions, or do I yield to the pressure to be dishonest for personal gain?
How I am doing today
Describe in what ways you think you already to this leadership competency well and in what ways you think you need to improve?
STEP 5: IDENTIFY WHICH ACTIONS YOU ARE GOING TO IMPLEMENT TODAY
Understands questions before solving them.
Has a back-up plan if decisions go wrong.
Is willing to take risks.
Gets data from multiple sources, not just one.
Follows through on the decisions they make.
Changes their decisions if needed.
Acknowledges the risks their decisions bring.
Judges which decisions matter and which don’t.
Knows when to spend time making decisions and when not to.
Uses a decision making protocol.
Knows which data is relevant and which can be ignored.
Relies on data to prove decisions correct.
Studies the potential impact of their decisions.
Analyzes questions to really understand them.
Searches out all answers, not just the first one.
Applies the lessons of the past to today.
Applies many different techniques for making decisions.
Does not invest in questions that don’t matter.
Bases their decisions on facts, not just instinct.
Knows decision making best practices.
Analyzes a decision’s short and long term impact.
Takes the time to define the real questions they need to answer.
Acts ethically in all of their decisions.
Prioritizes all available information impacting a decision.
My action plan
Of all the leadership actions listed, or others that you have thought of, choose two that you will begin to implement immediately to help you improve this leadership competency
My manager's email
Email my plan
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