By Jim Laudell/ Leadership & Relationship Author / Northwest Arkansas
Here’s the scenario: The CEO had just appointed Bill to be director of the personnel relationship department. Cathy worked as Bill’s personal assistant, and held the same position for the previous director for 10 years. During his first week, Bill wanted to change a few minor procedures. Cathy graciously helped in the transition – until Bill wanted to bring in a new personal assistant. Cathy would be moved to accounting. Turmoil erupted. Cathy quit, the CEO was irritated, and the employees were annoyed with the changes in leadership.
As Stephen Covey often says, “We are the creative force of our life, and through our own decisions rather than our conditions, if we carefully learn to do certain things, we can accomplish those goals.” Reaching positive success is a direct result of reaching positive decisions.
Learn to make decisions without regret. Here are four essential steps and tips:
1. Base decisions on present performance not past accomplishments. Knowing that a leading salesperson just left a leading company doesn’t make him/her a leading employee in your company. What can he do now? What position fits best? The right person at the right time with the right team is always right!
Tip: Give the prospect an opportunity to perform without assigning a permanent position. It is easier to take a person to the top than it is to release him from the top.
2. Make decisions with collected counsel. Look to those who can add insight about the person, the issue, and the circumstance. Gather a voice from those who work around you, but seek those who can be objective about the outcome. A spouse may surprise you with insight – not because he or she knows the person in question, but because he/she knows you. Friends can add to the pot of stewed wisdom, too.
Tip: You can’t please everyone but when you consider the opinions of others you will have greater insight when you are ready to make the decision.
3. Take time for deep consideration. Wrong decisions are those often made too quickly. Give it time to simmer; sleep is a sweet remedy. Removing yourself from the problem is usually the first step in solving the problem.
Tip: Go to a quiet spot, drink a cup of coffee, take a pad and pen, write pro’s and con’s, think about what you would like to accomplish.
4. Keep personal responsibilities in mind. Remember: the buck stops here. Weigh the consequences. Reflect on the lasting results of a public choice. Remember, your decision may affect many people. Is it true, is it necessary, it is kind?
Tip: Take responsibility. The absolute best action when a bad decision has been made is to first admit you made a mistake.
In our case study, the CEO took responsibility. He stood before his employees and admitted he acted too quickly by putting “a great, brilliant man in the position without training him for it,” and that he would make immediate adjustments. He then placed Bill in another prominent but nonpublic position, called Cathy back to the company with more benefits and pay, and trained another employee to fill the director’s position in the personnel relationship department.
Jim Laudell is a public speaker who travels to 35 states and 12 foreign countries to share his expertise on relationships and leadership. He is author of four books; his latest is “TOUCHTALKS.” Send your comments to jlaudell@sbcglobal.net
