Some people make fast intuitive decisions, while others need time to consider the pros and cons before taking the leap.
For most of us, bigger decisions with more permanent consequences require more time.
What if we could make both big and small decisions faster? Imagine turning decision-making into a habit like muscle memory, enabling you to trust your choices.
In hyper-competitive and fast-changing business environments, fast decisions can make (or break) the ability to scale, attract investors, or survive. Imagine what we could accomplish if we could speed up our personal and organizational effectiveness. How much pain could we save by deciding to leave a relationship, accept a new challenge, hire or fire, or say “yes” or “no” faster? We’d shorten our to-do lists and get things done with less time and effort.
While there are a plethora of articles on how to make faster decisions, I favor Speed as a Habit because it breaks down the decision-making process into two parts: (1) Making; and (2) Executing. Each requires special attention and consideration.
Step 1: Making a Decision
To better understand how we make decisions, first read Gut-Heart-Head: Your Three Key Decision-Making Centers. It explains the powerful connections between our three decision-making centers—and why each center is appropriate for different types of decisions.
Let’s consider a frequent leader/manager decision-making challenge: Whether to fire a person (or not).
When I coach leaders/managers on this topic, I first ask them to connect the head decision-making center. (This is where most people naturally go first.) I ask them to quickly explain the data or reasons that created the situation. What events led to this point? What performance or coaching conversations have you held? What gaps does the person have (capacity, skill, or attitude)? Were they aware of your non-negotiable standards and expectations?
I avoid lingering with the head center too long, as the facts usually are clear. The other two centers (heart and gut), however, often are out of alignment or ignored.
After a short review, I ask, “What does your gut tell you?” Most know the answer but hesitate to verbalize it. I believe this is because we’re not skilled at trusting our gut responses. Yet research shows it is often the most accurate and least biased of the three centers. You might find Heck, Yeah or No: The Shortest Path to a Decision an interesting read, with an easy-to-follow process for listening to and trusting your gut.
The next center–the heart—is where the deeper coaching work begins.
Here I ask: What does your heart tell you? How do you feel about letting this person go or stay? What are you afraid of? What makes you uncomfortable? How would you feel after making a decision?
Inexperienced managers tend to shy away from making quick firing decisions because their hearts get in the way. Their inexperience at firing quickly and compassionately contributes to their discomfort. Thus, their insecurities prevent fast (and mostly accurate) decisions.
Until a leader/manager has aligned their head, gut, and heart, I advise NOT acting. They simply aren’t ready to make or execute decisions. Instead, they will go back and forth in the decision-making process, causing unnecessary angst and confusion.
You know you’ve arrived at a decision when the “light switch” goes off. A physical light switch is either on or off. It can’t hover in the middle. Until you have a firm “yes” or “no,” consider NOT acting. Otherwise, you’ll just confuse yourself and create dangerous static in the switch.
Acknowledging your decision is imperative (whether you’re ready to act on it now or not). At this point, you no longer have the “luxury” of pretending you don’t know. Failure to do so is likely to land you in the “denial comfort zone,” and you’ll have to go through the whole decision-making process again. You’re likely to end up in the same place, without a decision made.
Questions to help you make decisions faster:
Before making a decision (small or big), consider:
- What is the scope and impact of this decision? Is it quick/simple or large/complex?
- How much time/effort should be allocated for this decision?
- When does this decision need to be made (consider relevant issues, due dates, etc.).
- With whom do I need to collaborate on this decision?
- When will I receive input from stakeholders?
- What could speed up or halt this decision?
- What are the consequences of NOT making a decision?
- If I make a decision without the necessary data, what are the potential consequences? Is it irreversible?
- What is my intuitive sense (combining gut/heart/head) about this decision?
Step 2: Executing a Decision
Depending on your natural behavioral style, you might exhibit one of two tendencies after making a decision: (1) immediately acting; or (2) delaying/avoiding acting. For some, making the decision was the hard part, and delaying its execution feels torturous. We want to get it done, over with, accomplished. For others, acting on it is the difficult part. We avoid executing it as long as possible–secretly hoping it will resolve itself without our intervention.
In both cases, waiting too long to make or execute a decision comes at a hefty price. One of my favorite business gurus, Good to Great Author Jim Collins says, “When you need to make a people change–ACT on it.” Most of us wait too long to let someone go, compounding the damage and infecting the rest of the team. According to Jim’s research, after we’ve let an under-performer go, the remaining team often asks, “What took you so long?” (You might relate to the other side of the coin: Staying too long when you knew the job wasn’t the right fit.)
Sometimes we delay executing a decision because the circumstances are not ideal. This makes sense in some instances, but there’s never a good time to leave a job or fire someone. There are, however, less bad times to do so. Consider how you can leave or let someone go with compassion and grace. For example, waiting to quit a sales job before end of quarter is a compassionate and professional choice. Letting someone go at the end of the day on the last day of the week, so they can exit gracefully, is an appropriate delayed action. Strive to make thoughtful transitions for everyone’s sake.
Not all decisions are as big or important as leaving a job or letting a person go. You can make most small daily decisions quickly, increasing your personal and team effectiveness in the process.
Questions to help you execute decisions fasters:
- Can it be done today vs. tomorrow? Now vs. six hours from now?
- Have I/we set upfront agreements with all key stakeholders about how to make decisions throughout this process?
- Have I given the appropriate person(s) the authority to make decisions in my absence?
- Did I/we knock out big chunks of this decision early enough to avoid delays?
By dividing decisions into “making or executing,” you can do both faster. Consider listening to your gut more (adding head and heart later). And practice trusting yourself.
