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We would define decision-making as a key ability in which sound decisions are made, based on the information available and having fully understood the organisational context and impact of that decision.
WE can identify whether the ability is present in a manager or leader through their approach and impact on outcomes. The Behavioural Indicators we seek include:
- A process for decision making.
- Applies learning from previous decisions, monitors outcomes
- Displays a level of skill with decision making techniques (e.g., fishbone, cause and effect, brainstorming, Pareto etc).
- Has a structured process to measure success of decisions. Weights the issues based on the information available.
- Makes balanced decisions based on the facts available for the benefit of the business.
- Evaluates risk in decision making.
- Knows when to make the decision.
- Is prepared to make the decision and action it.
- Communicates the rationale for the decision.
DECISION MAKING Styles
The degree of capability can also be evaluated by the level at which the skill is applied and can be best described in the following ways:
Developed
Displays a consistent level of skill in all decision making. Thinks through the implications of the decision and has at hand a process to enable the right outcome to be achieved. Willing to take advice and consult to achieve collegiate buy in and is keen to apply the lessons learnt from previous decisions or situations. Evaluates the risk and then makes the right decision for the business. Acts on and monitors the impact of the decision.
Developing
Has and applies an approach to decision making and has a process in place to assist in arriving at the right outcome. Prepared to take advice and consult and is keen to apply the lessons learnt from previous decisions or situations. Evaluates the risk and then may return to the decision making process prior to making the decision.
Under Developed
Displays willingness to tackle problems and come up with a decision, though this can ultimately tend to be based on a 'gut feeling? Usually reached after a lengthy period of consultation. There might well be a process applied, but it may lack the right elements to be genuinely useful in terms of the overall outcome and the impact on the Company as a whole.
Needs Care
The decision, when taken, is only right when luck rather than judgement takes a hand. No process in place or applied to assist decision making and no real evidence of an understanding of the implications of any decision on the business. Will generally leave the decision and responsibility with someone else, or delay until it is too costly or too late.
Many managers leave decision-making to "gut-instinct" or fail to decide altogether, leaving the outcome to chance. (This means they can't be blamed for making the wrong decision.) Sometimes this can be a dangerous strategy. You can improve and remove the fear of making a decision.
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