Mueller - Effective decision making 101

What are the traits and characteristics of good decision makers? They are confident, do not back down. They provide evidence, ask questions and are often influential. Effective decision makers are sometimes risk-takers and are passionate about their decisions.

Effective decision makers establish credibility for themselves and their organizations. They know how to gain buy-in and cooperation from others. They also exhibit improved abilities to set goals, and are skilled at clarifying expectations of others. All of this ultimately leads to greater productivity in the workplace.

What are some challenges to making effective decisions? Fear of making mistakes. Sometimes it may be difficult to access the necessary information to make a confident decision. It may be a lack of confidence in our own selves, or can be a lack of experience.

Sometimes we are afraid of an unpopular decision -- afraid we will not be able to get buy-in. And, sometimes there are roadblocks and lack of proper authority within our organizations that limit our decision-making abilities.

It is incumbent upon us to overcome any obstacles that may hinder effective decision making within our organizations. This is a great topic for a staff meeting. Everyone must be asked to list the challenges they perceive in making good decisions in their jobs. Then the entire group can brainstorm how to overcome these roadblocks to effective decision making.

A couple of Mr. Carnegie's principles come to mind when pondering effective decision making. The first is "Talk about your own mistakes before criticizing others." How will this principle help in formulating effective decision making? Ask your staff and coworkers this at your next meeting. It helps to establish credibility, gain buy-in from others, prevent repetition of mistakes, and maintain a level of respect within an organization.

Mr. Carnegie also teaches us to "Ask questions instead of giving direct orders." This practice allows the decision maker to be more human, more respectful. It allows for ownership of ideas from others, and is less intimidating to the staff. It will also lower communication barriers.

Another Carnegie principle is "Make the other person happy about doing the thing you suggest." How we go about this is the old WIFM -- what's in it for me? A great decision maker finds out what motivates others, so they gain ownership of the decision. Showing appreciation and empowering people to carry out a decision allows for greater cooperation.

When faced with a decision or problem, I recommend Dale Carnegie's four problem-solving questions:

1. What is the problem?

2. What are the causes of the problem?

3. What are some possible solutions?

4. What is the best possible solution?

When faced with decision and problems, these questions provide the necessary guidance to make sound decisions. This format empowers everyone within the organization to be confident, able decision makers.

It is also important to recognize the difference between absolutes and desirables within our companies. Sometimes a decision is made on the desirable outcome, but more often than not it should be based on the absolute outcome. We can list and define both in regards to the particular problem or decision. This process will narrow the possible choices.

Lastly, we must remember to review our history of decision making. We should always learn from past mistakes and past successes. People want to be around decisive people. Right, wrong or indifferent -- make a decision!

Sharon Mueller is the regional manager for Dale Carnegie Training. Dale Carnegie Training has recently partnered with Metro Business College in Cape Girardeau. To find out more about this partnership and course offerings, call Mueller at 332-0900 or email at smueller@carnegiestl.com.