At Junto, we believe that an executive’s ability to make sound decisions for their company is the most important measure of their leadership capacity. Similar to emotional intelligence, strong decision-making cannot be taught, but it can be learned. Heightened emotional intelligence helps improve a leader\u2019s focus and ability to reason, which leads to sounder decisions.<\/p>\n
Sometimes the biggest improvement in decision-making can come from simply removing certain barriers and roadblocks that cloud the mind and create complexity. At Junto, we do our best to engage in the following practices – both as a company and in our sessions – in order for us and others to make better decisions.<\/p>\n
When making an important decision, it\u2019s natural to lean on those around us for input. Getting advice and feedback from others is easy. Anyone from your friend to your accountant to your co-founder is able to share their opinion. Rather than turning to just anyone (trusted or not), we believe in targeting those that have gone through the experience at hand before: gathering information, not opinions.<\/p>\n
Once veterans of the circumstance have been found, we believe in asking about their experiences handling the issue, how they made their decision, and what the outcome was. In most conversations, advice-giving will creep in (look out for the words \u201cshould\u201d or “must” or “need”). When it does, it\u2019s easy for it to have a strong influence on the listener, especially if the advice-giver is someone the listener admires.<\/p>\n
Advice-giving is dangerous because it creates added emotional complexity and puts an onus on the person deciding what to do. The internal conversation turns into something like, \u201cI really trust this person. They said I shouldn\u2019t go forward with this. If I end up doing it they might think I am foolish.\u201d All of a sudden emotions regarding what the trusted person thinks become a factor in the decision-making process, whether conscious or not.<\/p>\n
Focusing on the information from shared experiences, and intentionally mentioning this with those we’re seeking help from, can take the additional emotional burden out of the equation. Hearing details on past experiences empowers the seeker with more information to make their own decision – adding clarity and avoiding the complexity that advice brings.<\/p>\n
Another potential roadblock to making and executing a decision can be fellow executives and team members involved or influenced by the situation. The opinions of these groups can have serious sway – and sometimes eye-opening ones – regarding how the decision-maker sees the options.<\/p>\n
In order to approach the decision as wisely as possible, channeling such people as a strength, rather than a barrier, is pivotal. Yes, some of this really does come down to who the people are, which is a separate discussion. But the decision-maker can take a course of action that promotes alignment and buy-in, rather than exclusion and resistance. It can also be a potential answer to the constant question of how to motivate employees.<\/p>\n