MANAGEMENT
“Nothing is more difficult and therefore more precious than to be able to decide,” Napoleon –I. To decide is to live. Indecision and waiting can last till the final journey to the cemetery. A large number of people, placed on positions of authority are stiff scared and full of fear to decide or to take a decision. They are continuously oscillating between ‘to decide or not to decide.’ Little do, managers and executives realise that delay is in itself a decision!
Supervisors gripped with uncertainty are essentially those without spine. They know they would not be able to stand on their feet of argument if the decision backfires. Such are fearsome of the consequences arising out of their decision and hence fall and succumb to the threat of being held accountable.
Hesitation hasn’t done any good to any leader from any segment of life. A good leader accepts the challenge to decide and is fully prepared for its outcome and consequences regardless of success or failure. The habit of indecision is almost killing. Why can’t managers have faith in the fact that, ‘once you make a decision, the universe conspires to make it happen.’
Decision making has to be based on facts. And all information relating to any issue, predicament, challenge or everyday managerial chores must be gathered; analysed to its ultimate. It should by then be data of reliability available for the manager to interpret...and then move on to decide.
The sources of facts must be evaluated for accuracy and reliability. To do this, managers must undertake the gruelling task of sitting through the maze of details and piles of papers. A great executive in terms of precision performance is one, who knows when a knot should be untangled and when the knot should actually be cut. Not every knot can be untangled. Knots of personal nature are best cut, than to spend time upon, pondering how not to.
Time to decide is crucial. And decision must be made. But the most impelling question is how to decide? Should decision be made by a single individual or should one resort to filling a stadium with all and sundry of the organisation, to debate, argue, discuss and deliver a decision. Many managers resort to committee decision making, not a bad idea, if the objective is not to pass the buck but it is to seek more intelligent opinions and participation.
Contrary to this, I have come across leaders who love to decide in isolation of their colleagues and confidants. These type of managers are either of these two categories: those who have been catapulted into executive position, without requisite training and consequently suffer from major insecurities of opening up their inadequacies before colleagues; the second type are knowledgeable, talented and experienced, but with a volcanic quantum of ego and hence do not consider it necessary at all, to seek counsel, advice or input, for decision making. In my personal experience, I have found it more enjoyable to work with the latter type; at least this class of mangers take decisions and do not let the organisation stagnate with nauseating indecision.
A leader, while indulging in decision making, would invariably judge between the pros and cons. He may decide to consult other market players or some seniors in trade. Only after equipping with adequate information, will a manager be in a position to decide. The aspects that matter and influence decision making are the state of optimism, preparedness, readiness leading up to actually visualising the impact of the decision would have now and in the future.
Decision making can be mundane or with value of great significance. The difference can be visionary decision-making or everyday operational decision making. Exercising the option, between available alternatives is central to the art of decision making. A matter of choice and selection. The Napoleon of Marengo is very different from Napoleon of Moscow- and it is purely because of critical evaluation of a single factor, while deciding. Napoleon’s failure to realise in time that it would mean disastrous for his army to combat Russia, in its extreme and severity of cold weather led to his defeat. I call it the ‘critical factor’ element in any decision making. A little of hundred years later, Hitler, committed the ‘same’ blunder. His forces reached up to Leningrad but the biting cold couldn’t let his forces go beyond towards Moscow and the all-powerful German troops perished in the harsh climate. Leaders require more than mere knowledge, to indulge in ‘crises decision making’ and ‘everyday decision making’- I call it intuition!
A whole load of managers love to procrastinate. They do because either they are timid or not prepared to take decisions. On some occasions, actually procrastination has its in built merits; but without going there, to delay a decision is bad management practise. ‘Bosses’ actually ensure sometimes that no individual reporting to them develops the grit and courage ‘to decide’. They want each report to queue up at their office, regardless of how insignificant decision making it may require. Individuals aren’t trained in decision making. Enlightened ‘bosses’ give direction towards the goals post and then leave it for the individual to decide between courses of action to take, to achieve; whilst the report is doing so they softly intervene with counselling and advice.
Who decides? Do you decide or someone else does! Check if there is an available ‘corporate cheer crowd’ that is leading you to decide - be mindful to such decision making because these cheer leaders, wait in the ranks to celebrate the failure of your decisions, leading up to the manager’s downfall. Never indulge in impulsive or emotional decision making. I have come across environments when the answer to every question from the pack that is being shepherd, is ‘whatever is your decision, it is our too, boss;’ or the memo’s and management notes would end from the senior-most of colleagues with remarks like ‘kindly guide’ or ‘seek your consent’ or ‘please advice’ all ploys to shift and share responsibility. All in management functions are guilty of this- pass the buck, but the boss should know ‘the buck stops at his desk.’
What is the right time to decide? Decision making will be different depending upon whether you are calm, composed, and peaceful and in a serene state of mind against an agitated and angry mind. A made up mind is never filled with a sense of anxiety or fear. Beware of irresolution in the intent of thy actions, beware of the insatiability in the execution; “so shalt thou triumph over two great failings of thy nature” (Egyptian Proverb). Decision making requires courage and confidence. Many moons back, the chairman of the bank that I worked for while approving a credit line, asked me, ‘you are sure, this is good credit?’ I responded hastily, ‘sir now and here, based on available facts, it looks good. In proposing I am not guaranteeing future behaviour of the borrower.’ What I didn’t say was, “and I am not an astrologer!” Claimants to good outcome of a decision will be many but the bad results are only ‘yours’. The worst decision makers are when things, go wry, they blame the subordinates and if by good fortune, all goes well, their mantra is, see how good I decide’.
A balanced leader will train other in decision making. Adversities, defeat, heartbreak, loss, while taking decisions, always create tenacity to strengthen resolve and improve performance going forward.
Finally had a boss who was, ‘very decisive, when it came to avoiding decisions’.
The writer is a senior banker and freelance columnist
