There is a Yin and a Yang to Most Decisions


“I think absenteeism is getting to be a problem in our division,” a divisional manager explained.

A supervisor responded, “I’ve probably been a little lax enforcing discipline in my group.  It’s just so hard to hire people in this environment.”

Another supervisor agreed, “I’m sure I’ve allowed some of my people to come in late too often, but I don’t want them to quit.”

Most leadership decisions do not burn cleanly.  They have a “yin” and a “yang.”  The benefit of one option becomes a draw-back to another option and vice versa.

Even after making a decision, a leader may still be unsure as in, “Did I do the right thing?”  Here is a test—not perfect by any means—to help determine if you made a good decision:

  1. Did the decision improve overall team performance?
  2. Did the decision improve team morale?
  3. After implementation, did you feel an inner peace?

Should you get a strong “no” to any of these questions, perhaps you should consider options for fixing the decision.  Often, it is better to make a decision than to postpone it.  If the decision sends performance south, make other adjustments.

 

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