Few behaviors influence the quality of your life more than your ability to make the right decision. One of the major tests of a leader is the ability of that person to make the right decision. The financial results of any organization will be determined by the method, quality and ability of individuals within the organization to make the right decision time, after time and time again.

Some decisions are easy to make. Others seem very difficult. One of my clients believes that if a decision is really hard to make, you might as well flip a coin because either option must be acceptable. Another client says to always make the decision that will leave you the most options after you make it. Then there is the option of not making any decision; however, that is a decision.

You may want to ask yet another question. Exactly what is the "right" decision? Well, that all depends, read on and then send me your feedback.

Influences

Everyone does everything they do for their own reasons. This can be very frustrating if you believe that you can control the decisions other people make. Still worse is when you are impacted by the decisions others make and it is not the decision you want them to make. This is because of your own reasons, of course. So why do people decide the way they do? There are at least three primary influences: values, results and politics.

One of the most obvious factors that influence a person’s decision making is their value system. It is possible to use deductive reasoning and determine a person’s values. By closely observing an individual’s decision making process you will get a measure of their values. If you want to have some fun, try and do this by observing your co-workers. How do they value time? Are they always on time for work? Do they leave at the appointed hour every day? What do they say, if anything, about people who are habitually late?

Last week my son was injured. His hand was crushed in a freight elevator. I decided to cancel a few appointments and spend time with him during his surgery at UCLA Medical Center. This is an example of a decision based on values. I value being with my son during a crisis more than I do the appointments that were canceled. Looks like he will be fine.

Years ago Merrill Lynch used an "in-basket" exercise for management candidates. The basket was filled with memos and messages: your wife called, there is a pricing error on a trade, your boss called, personal reviews are scheduled for today, and the list goes on and on. The candidate was then graded on the quality of the decisions made. It was helpful if your values were in line with the firm’s values, if you wanted to get the promotion.

Watch how an individual spends his time and money. This will give you insight into their values. The decisions that they make reveal what they value. It’s easy to evaluate other people. Don’t forget to look in the mirror for insights about your own values.

Some people are driven to get results. You will see these people push or pull other people or situations in an effort to achieve the desired result. Often they are high achievers.

As in everything, this will result in certain tradeoffs. Pushing too hard may cause a strain on interpersonal relationships. If you tread too lightly, people may not perform at a high enough level to get the needed results. The dilemma is how to balance getting the right decision and also achieving the desired result without unnecessary costs.

If you get the right decision and the desired result, how could there be "unnecessary costs" you ask? Well, let’s look at a few possibilities. Are people learning to think and make their own decisions? Do people take risks or wait until told what to do? Do people make suggestions that help solve problems or merely identify and point a finger at the problem? Short-term gains may come when you force decisions. Long-term gains come when you and your people grow. Strive to develop decision-making ability.

The leader must develop balance between controlling and letting go. You avoid extra costs when you have low turnover and your people are continually improving. People are then a productive asset rather than an unnecessary cost burden.

The final influence we will consider is the political environment. When a leader makes a political decision it usually causes frustration for those who favor value oriented or result focused decisions. A person strives for a political decision when it is most important to build consensus. This may be at the expense of results or holding to a particular value.

Obviously the costs involved with political decisions relate to excessive costs and compromised values but there are also benefits to be gained. The benefits of political decisions are less tangible than results with hard numbers or values that are clearly defined and followed.

We choose to manage governments and large organizations with an emphasis on political concerns. One of the primary reasons is to make everyone feel good. Since everyone has their own opinion as to what is right, a good politician will not make a decision until the majority of people have revealed their bias and the consequences of each option are fully evaluated. Then and only then a political leader will finally make a decision.

The one value that a politician will adhere to is "How do I stay in power."

Each of these three prejudices (values, results and politics) produces benefits and costs. When followers are uncertain of the prejudices of their leaders it causes confusion and frustration. Dick Ellsworth has an excellent book on this topic: Leadership and the Quest for Integrity.

You be the Judge?

There is a tendency for most people to judge others based on their own prejudices. The right decision may be the one that agrees with your prejudices. How do you handle the situation where someone else sees things from a different perspective? Do you judge them? Do you criticize them? Do you try to understand them? Do you try and help them? Do you try to change them?

It is necessary to watch behaviors to determine exactly what the intentions of a person are. By being more aware of yourself and others you will know why people do what they do and what influences those decisions.

Clif Williams, a management professor at Baylor University, shares this comment. "Leaders with a strong sense of destiny in the Kingdom of God, or just in the future of their organizations, often feel morally obligated to dominate organizational decision making. The greater their self-confidence, especially if they believe they are speaking for God, the more likely they are to misuse their power. Autocratic pastors, for example, feel virtuous when doing what God does not do—force right decisions on others." Do you?

Making a decision involves risks. Making no decision also involves risks. You and I must embrace the future. We must act. Then I would encourage you to observe and monitor the impact of your actions. Seek feedback by keeping score with hard data as well as the opinions of others. Make the necessary adjustments. Yes, there will be some adjustments needed. That’s how we grow. Now learn from the experience. That’s the right decision.

Copyright © 1999 by David G. Rohlander. All rights reserved.

David Rohlander is an international speaker, consultant, author and executive coach. David works with leaders and management teams to enhance communication and produce increased bottom line results. Rohlander established DGR Communications (Orange, CA) in 1979 to train leaders to communicate. Nearly a decade with Merrill Lynch, personally developing commercial and residential real estate, owning a travel business and being a former combat fighter pilot gives David a unique perspective. Rohlander taught management, marketing and communications at six universities in the southwestern U.S. He has an MBA in Finance from California State University. For more information about David, his speaking, consulting or facilitating a program for you, call 800-921-1958, fax 714-771-1218 or e-mail David@dgrinfo.com or on the web at www.dgrinfo.com. *D,I,S,C refers to the four quadrant model of behavioral styles. Fax or e-mail David Rohlander for a free reference copy that explains the model and gives practical tools for dealing with people.