The Weight and “Wait” of Our Decisions
Our leadership decisions carry tremendous weight — the weight of their impact on the organization, and the weight of their impact on us as leaders. But complex strategic and organizational decisions also demand the requisite consideration, analysis and preparation before you execute. Given the weight of these decisions, we must also have the patience to “wait” for the right information and the right path to reveal itself before making consequential decisions.
Big decisions that launch a new strategic initiative, evaluate a management member’s performance, or identifies an organizational weakness (opportunity) generates stress on both the organization as well as the decision-maker. The best way to arrive at the best decision that achieves the desired business outcome and reduces stress for the decision-maker (and increases confidence) is to give the decision the time it deserves. The best things in life (and work) take time.
Weeks, months or even years, sometimes. Years? Yes. Despite my legendary lack of patience, I recently observed a senior management team member for two years before proceeding with a decision that I first considered two years ago. But my hunch two years ago was an insufficient basis for such an important decision. I needed data and evidence to determine the proper course of action. I needed to observe actions taken during different market conditions by this one management team member. So, I spent months and months analyzing actions and quantifying results of this leader and every member of his team. I generated very detailed quantitative analysis at a line item level of the operational area under the leader’s direct control (inventory and merchandising). I reviewed purchase orders, noted overlooked or missed purchase opportunities, measured quantities purchased versus demand, monitored purchase quantities compared to the size of our rapidly growing sales team, identified overstocked quantities on hand versus demand, calculated return on investment — for every item in inventory — for months. It took time to witness different market conditions and company circumstances that allowed me to develop a full analysis. Ultimately, this effort revealed the right decision about this leader.
Such effort and analysis informed my decision and reduced my stress about the choice I made. It required patience, which is trait that I seldom possess. The “wait” for the necessary evidence made my decision very clear — not easy, but easier. The complete data made my big decision less stressful, if not stress-free.
Transformational decisions take time. Make the effort and conjure the patience to give big challenges the time and analysis that is required to reveal the proper answers. And then be decisive.
Wait for it. Wait for it.
