In changing times the quality of your decision making is vital. In this article, Steve talks about some of the key things for leaders to focus on as they look to meet the challenges the business world has been experiencing recently.

Sir Ernest Shackleton was an adventure junkie. Taking his ship Endurance and a team of 27 to cross the Antarctic, he had a map, a plan, the resources he needed and a “fit for purpose” team. Then his ship became trapped – and was eventually crushed by the moving ice floes. Like many leaders today he faced the need to come up with a new plan – and to ask himself whether he had the resources and the fit for purpose team to see things through.

Although in constant danger for two years, Shackleton and his crew emerged intact after many feats of great courage. Shackleton’s later reflections ring true today:

“When crisis strikes, immediately address your staff. Take charge of the situation, offer a plan of action, ask for support, and show absolute confidence in a positive outcome.”

“Ask for advice and information from a variety of sources but, ultimately, make decisions based on your best judgement.”

In changing times the quality of your decision making is vital. What are some of the key things for leaders to focus on as they look to meet the challenges?

Be prepared

Some decisions need to be made very quickly– have you given enough time beforehand to consider the “predictable surprises”? Is your team up to date with the external and internal factors that can have a huge impact on you?

High quality decision making

Some years ago Harvard Business Review reported that 70% of change initiatives fail to meet their objectives - and subsequent research reinforces this. What are the chances of our major change decisions working? Have we fully considered the options? The risks? The consequences of our decision? Do we believe we have a fit for purpose group of people who can implement the decision?

Understanding our core

This may be a time for some fundamental thinking about the core of what you do. This goes beyond what is nice to do, and what is essential, into your values. Your core values come through when things are being shaken. As some people put it, ‘what will you die in a ditch for?’

Taking people with you

However good the decisions are, until they get implemented effectively the decision is an empty thing. Or as Linda Gratton puts it “There is no great strategy – only great implementation.” [Living Strategy]. Getting people on board with change is difficult – and our temptation in changing is to tell people ‘that’s the way it is – and if you don’t like it feel free to go’. This does not engage people, energise them or tap into their ideas – it simply gets compliance. Indeed this is an important time to monitor commitment and sharpen the feedback channels.

Getting the best out of people

You need some star performers – and high performing teams. They may be the leaders who take people with them, who are most prepared to change and who are focused on outcomes rather than their own agendas. They may be the technical people whose analysis feeds key decisions.

Getting good advice and support

Your decisions are vital. Your decisions have a significant impact on many people. Who do you turn to for advice? Who can help you think and plan things through? Who will give you honest feedback on morale and commitment in the organisation? Many people use coaches to help raise the success of their decisions - and help them review their situation and robustly think through an implementation plan.

In times like these the purpose of leaders is to generate trust, confidence, a ‘can do’ attitude and energy. Without this they fail to implement. Shackleton did this with his team – he faced his challenge realistically and identified a new direction. He kept people’s confidence (and addressed his critics openly) in a life and death situation. He literally moved them to new places so that they might survive. In times of uncertainty, trusted and credible leaders can inspire the courage and the  determination needed to move forward.

Linda Gratton describes very strong change ability as a situation where, “People within the organisation are adept at interpreting and communicating the need for change. There is a shared awareness of the breadth of the journey ahead. Performance measures are in place to mark the passage of the journey and these are communicated and understood.”

Jim Collins encourages leaders to aim for building things that not only last – but deserve to last. “The best corporate leaders”, he says, “never  point out the window to blame external conditions – they look in the mirror and say – ‘we are responsible for our results’”

The times are indeed changing – and so must we.

© Caret, 2009. All Rights Reserved

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