Learning to Deal Constructively with Difficult Decisions
Making difficult decisions is the job of managers and project leaders. Such decisions are usually characterized by
- complex problems where
- the outcome is difficult to predict and, at the same time,
- the consequences can be serious.
Managers are hired to make precisely these kinds of decisions.
If you complain that your working day is increasingly dominated by meetings, it may be time to ask yourself whether this has become your job.
Use Time Constructively
So far, this series has been about saving time.
- By weighing up the pros and cons with more composure,
- aligning ourselves with our fears,
- and keeping our mental workspace tidy.
Now it’s time to use the time we’ve saved efficiently.
One outstanding feature of the slow part of our brain is its ability to plan future actions and assess possible reactions from the environment.
Our analytical skills improve when we feel safe and experience few distractions.
That’s why it’s important to take the time to think through difficult, consistent decisions calmly. Have you consciously created space for this in your everyday work?
I spend 20 minutes twice a day on my bike, where I’m in a bubble and make most of my difficult decisions. If that’s not enough, I make an appointment with myself. In my home office, while the children are at school.
Strategies for Making Better Use of Time
To use this time as efficiently as possible, I try to follow three principles:
Goal orientation
A difficult decision always comes at a price, otherwise it would be easy.
That’s why, whenever I make a decision, I make sure I’m aware of the clearly measurable goal I want to work towards with that decision. This helps me both in communicating with those affected and in identifying alternatives.
Steadfastness
A difficult decision is always made on the basis of incomplete information. As a rule, it is sufficient to have an overview of 80% of the conditions. When new information comes to light, it usually concerns details and does not call the fundamental decision into question.
Risk management
Every difficult decision requires a plan B! When will I be able to recognize that I am missing my goals? These parameters should be written down so that you can orient yourself even in the heat of failure.
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