Others emphasize the policy of "no manufacturing". "It is very dangerous for these types of leaders to be satisfied with their past achievements, especially in today's fast-changing business and economic environment," Steinbrescher added.
Six more decisive ways: find out your priorities. What are the top five aspects of your decision? Weighing these issues to make the "right" decision, Elaine Varelas, managing partner of professional management company Keystone Partners, said, "They may have an impact on short-term finance, long-term finance, personnel, economic growth and culture. Weigh the advantages and disadvantages of the above aspects. " Then, eliminate relatively unimportant factors.
Ask smarter questions. You may feel hesitant when you don't have enough information. Therefore, in order to better ask the right questions, Bob, CEO of headhunting company The Winter (Wyman Company)? Boudreau said so. "The manager's job is to start a topic and act as a catalyst for dialogue. Ask questions that go against the trend, and become a deliberate naysayer-push your work team into a provocative decision-making process, in which sharp problems are solved and creative ideas are deeply considered, "he said.
The deadline for making a decision. If you are the boss, you may not have a specific deadline, but it is important not to let it go indefinitely. "Let your work team and at least one confidant or mentor know the time limit so that you can be responsible for the decision-making time. If you are particularly unwilling to take risks, when you are caught in the decision-making process, ask your confidant/mentor to ask questions and explain them, "Stan bleisch suggested.
Assign an opponent. You can play this role (see "Ask smarter questions" above), but outsourcing will be more effective. "Assign a team or individual to question the status quo," said Stan bleisch. "For example, if the evaluation policy is changed during the staff meeting, then someone (regardless of their own views) must hold the opposite view and give reasons for opposition." Only those who take extra precautions to ensure that the decision will not fail can help you make a comprehensive choice.
Bring in supporters "ask a trusted colleague outside your organization for advice on these matters." "Weigh their feedback and opinions," suggested Elizabeth Lyons, author of Prove Yourself Not to Decline. Unlike a confidant in your own office, this person has no vested interest in the outcome of your decision.
Stop the meeting that caused confusion. Meetings can help you get information, but many meetings will only make you avoid making choices. In addition, meaningless meetings not only waste your precious time, but also waste the time of your whole team. "Sometimes, you just need to choose a direction and start moving forward. You can always change your route halfway, "Lyons said.
Please stick to these strategies, as time goes by, you will become a more capable decision maker and manager. Boudreau said: "People may not always agree with your decision, but if you do it correctly, they will believe that you have considered all the information, listened to different opinions, sought feedback on the key issues to be considered, and finally made the most favorable decision for the company as a whole and employees, and fully understood all aspects of information."