hero default image
Identify the Problem or Challenge: Give yourself and others considerable time to define, describe, and analyze the problem or challenge you are facing. Otherwise, you may start by trying to solve a non-existent perceived problem. As my engineer son says, “Solve the problem, not something else.” This includes avoiding the tendency to over-focus on personalities (” John is the problem.” “If only Susan would do her job better.”).
Gather and analyze relevant data: A common mistake is making decisions based on emotionality, hunches, and intuition. That’s fine in some cases and may be inconsequential to outcomes, like buying a car because you like its style or color—it’ll get you where you want to go regardless. For leaders, the stakes are higher when making decisions that impact an organization and affect the people in the system. Leaders can make better decisions by collecting comprehensive information and using data-driven insights to inform their decision-making process.
Seek diverse perspectives: One way to make bad decisions is to self-reference when seeking solutions or making changes. We all have blind spots and biases. Leaders especially can become isolated from parts of the organizations they lead. In fact, it is not uncommon for people to withhold information from their leaders. It becomes necessary to consult with team members, experts, and stakeholders to gain different viewpoints and uncover potential blind spots when making significant decisions.
Practice active listening: Active listening helps in several ways. It’s a way to “stay connected” to people in the organization. It helps people feel their opinions, views, feelings, and perspectives are being heard. That goes a long way to assisting people to get behind the decision you’ll eventually make. Paying close attention to others’ feedback, concerns, and suggestions helps ensure all aspects of the situation are considered. That’s important because we tend to see things only from our position in the organization. What is behind the words people use? What are people feeling about the matter? To what extent does anxiety inform people’s stance or opinion? What is valid in the opinions of detractors?
Consider long-term consequences: Some decisions are for short-term solutions, while others have long-term consequences. Evaluate the potential long-term impacts of major decisions, not just immediate outcomes or those that are a “quick fix.” Avoid short-sighted choices by thinking about the implications for future generations. One of the most costly things leaders do is to make decisions that burden future leaders with short-sighted solutions that become difficult to undo.
Use a decision-making framework: Finally, use proven methodologies like SWOT analysis, mindmaps, or decision trees to systematically evaluate options and potential outcomes. Consider the values and principles that need to inform a decision beyond the merely pragmatic.
Applying these strategies intentionally, leaders can improve their decision-making process and reduce the likelihood of making poor choices that could negatively impact their organization or team.
Israel Galindo is the Associate Dean for Lifelong Learning. He directs the Pastoral Excellence Program at the Center for Lifelong Learning, Columbia Theological Seminary.