Karen Natzel, BridgeTower Media Newswires
As I pondered what to write for this column, I had half a dozen ideas swirling around in my brain. I tested a few on colleagues. I mind-mapped a couple on my whiteboard. I pondered which would bring the most value to readers. I considered what is most intriguing to me so that I am writing from a place of inquisitiveness. When I realized my topic selection conundrum (with a looming deadline), it became clear that the article I needed to write was about enhancing decisiveness!
We are faced with an inordinate number of decisions to make. Some are minor and immediate, like what to wear for a Zoom call; others are complex and take months of deliberation, like an organizational restructure or the design of a next chapter in life. We weigh so many options and scenarios that there is a legitimate struggle with decision fatigue.
How can we optimize our decision-making?
How we make our decisions is almost as important as the decisions we make. If we have a trusted approach and process, coupled with clarity about what matters to us, we have higher confidence in the output.
There are many factors in considering how to ramp up our skills: the type of decision, understanding its significance and impact, identifying success criteria and constraints, as well as knowing your own style, patterns, and belief systems.
In the business domain, start by asking yourself what kind of decision is needed. Will it strategically set the course of the organization? Is it more tactical in nature – outlining how something will get done? Or is it an operational, day-to-day choice? Starting with the awareness that a decision is needed and understanding the kind of decision can bring proper perspective.
Consider significance. “Does the amount of time I’m giving to this match its importance?” That quote was originally on my desktop in relation to managing time and tasks, but it holds equal weight in evaluating how much time I give to decision-making. Do I even realize a decision needs to be made or am I stuck in my brain’s processing loop? A decision is a choice, and in making one, we are making a commitment. That commitment translates to a “yes” to something, and likely a “no” to other ideas.
Styles differ. People tend to gravitate toward an action-oriented or people-centered approach, with some operating well in ambiguity and others preferring structure. Analytical folks will take as long as needed to find the best option, often relying on lots of data and savoring the problem-solving experience. Conceptual decision-makers enjoy creatively exploring possibilities with an awareness of the effect on others. Behavioral styles are often empathetic, persuasive, and rely on implied data, while directive types are driven by results and prefer to make quick, solo decisions.
I have a highly analytical client whose decisions are well thought out and generally trusted but come at a cost of being woefully late. For analytical decision-makers, I ask, “What do you need to know to make a decision?” This often helps identify the data they think they need to complete their processing. I also ask, “What have you identified as the risks to your options, including the one of making no decision, or a delayed decision?” If the decision in front of you is meant to respond to something that is not working, ask, “What problem am I trying to solve?” to sharpen your focus. If the decision is to set direction or make progress, consider asking, “What outcome or direction am I trying to achieve?” For conceptual decision-makers, I encourage exploring “what if” scenarios and asking how they anticipate it impacting others.
Consider a balanced approach. We can all benefit from practicing the strengths of each style to expand our capacity and confidence. Depending on the decision, you might seek subject matter experts to guide you, or trusted advisors to give you a straight-up answer. Or you might sit on it and do some internal reflection. You might also benefit from placing a time constraint that drives the right sense of urgency.
What’s getting in the way of a decision being made? Quite simply, fear of making the wrong decision. As a result we often postpone, do more research and planning, ruminate, second-guess, grow more anxious, and waste energy seeking a perfect solution.
Determine what is good enough. What is “good enough?” I’m not suggesting you settle for mediocrity. Daniel Pink, author of “The Power of Regret,” concurs, stating “Mediocrity is bigger a risk than failure.” Rather, acknowledge that not every decision requires extensive processing. I often use “good enough” mentality in climbing when I’m not particularly fond of my hold options. First, I cannot change what the rock is offering. Second, the longer I hang out seeking the “perfect hold,” the more likely I am to fall from exhaustion or at minimum create more internal agitation about my situation. Instead, I remind myself that the hold is good enough to use momentarily and move through it to find a better one. The intent is to keep moving closer to my objective.
We can be so consumed with getting it right that we are frozen in indecisiveness. Suspend the need to have a perfect decision.
It is important to note that not making a decision is a decision in itself. As therapist and author David Richo explains, “What we are not changing, we are choosing.” Pay attention to that which you resist. It often is the very place you should place your attention.
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Take action
Decisions are intentions for optimizing conditions for your future self, your teams, and your organization. Small decisions can be valuable in making incremental changes in the right direction. Deciding without action does little to move you forward.
Support yourself in the decisions you make. That doesn't mean stubbornly adhere to a decision in the face of new information or evolving conditions. It means put your resources (time, money, energy) in full force behind the decisions you make.
Decide and do.
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Karen Natzel is a business therapist. Contact her at 503-806-4361 or karen@natzel.net.
