People expect leaders to be decisive and to take responsibility for their decisions.
In many sessions I’ve conducted with middle managers these are virtually always cited as essential qualities. Timely and effective decisions are the lifeblood of sound direction and momentum in any organisation. Conversely indecisiveness in leadership breeds frustration, continuing uncertainty, confusion, worry and inefficiency.
Keeping people waiting for decisions that crucially impacts their work, confuses their efforts and contributes to background stress in the team. This is particularly the case where people can see no clear reason for the decision being delayed. Decisions keep things moving and clear the air.
Decisiveness makes sound business sense as well. In surveys of project delays and overruns, the number one underlying reason cited is delayed decisions. When a project or a business enters crisis and new management is called in, it’s decisiveness that makes all the difference – and often the decisions made are those that could already have been made, which would have prevented the crisis in the first place.
There are five keys to being more effective in decision-making:
Following these simple rules will result in improved business outcomes, better communication and teamwork, higher levels of employee engagement and in reduced stress and a better work-life balance for everyone involved.
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