Vol. XCVI

 Dear Manager,

Managers are thrust into the decision-making process on a never-ending basis.  These decisions can create greatness; they can also come back to haunt us!  A good manager is clear-thinking, thorough and understands the broader implications of every decision that must be made.

Over time, we gain confidence in our ability to make decisions. With every good decision we grow, through the “other” decisions we learn.  Considering the fast pace in which we all live, and the number of decisions to be made, it’s not uncommon (and surprisingly easy) to fall into what I’d call “The Lazy Decision Process.”

The lazy decision process feeds on convenience.  Time is at a premium, and a quick and final decision certainly seems better than no decision at all.  Compound this with the reality that in a matter of hours, more pressing decisions will continue to fall on our plate.  The potential for lazy decisions can’t help but exist.

While we understand how this phenomenon occurs, there are key phrases – giant red flags heard more often than we’d like to admit – that exhibit this reality.  Next time you hear them you’ll have an opportunity to challenge their flawed potential.

“WHAT THE HECK”

These might just be the three most dangerous words in business.  It brings to mind a manager who might not have fully researched their hiring process.  “We don’t have anyone in that territory now, but what the heck.  Lets proceed!”  Boy, wouldn’t you like to be the person hired with this kind of confidence behind the decision?

These words can translate into some of the most counterproductive and costly decisions a manger can make.  Think in terms of the potential thousands of dollars and hours invested in setting up a new position.  I learned this one the hard way.  I’ve since found it to be significantly better to absorb a short-term vacancy, as compared to finding a warm body to fill the position.  There are already too many warm bodies disguised as professionals in business.  If “what the heck” is on the lips of any of your lieutenants, step away from the decision and no one will be hurt!

“LET’S GIVE IT A SHOT”

While certainly more decisive than the phrase referenced above, would you want to invest the family fortune in a decision suggesting this limited level of confidence?  Every financial commitment would suggest that a dollar invested is a dollar invested.  The cost and value must measure up regarding its individual potential.  Only you can quantify this potential by attaching a corresponding economic value and risk/reward.  Would you truly lay down the cash if “let’s give it a shot” were, in fact, its strongest endorsement?

“I’M SURE THERE’S A WAY TO MAKE THIS HAPPEN”

We’re making some progress here.  At least we’ve identified that we may not have the knowledge or expertise to proceed.  While further research may be required, I detect a willingness to proceed regardless of its outcome.  Yes, there certainly is a way to “make it happen.”  The question is, is this the time to accomplish the task to gain the greatest outcome?

“WE SHOULD BE ABLE TO MAKE THIS HAPPEN”

A manager has spoken no more confident words than these.  This suggests that “we should” be able but we currently can’t, won’t, haven’t, don’t know how or are unwilling to do so.  While it may be true that “we should be able,” I’ve found that “we” can be a million miles away from actually fulfilling the “should” in this equation.  Be sure to quantify should, determining the resources currently available in transforming “should” to “happen.”

“YOU NEVER KNOW UNLESS YOU TRY”

I can appreciate the initiative-taking aspect of this thought process.  It also suggests that someone is risking my investment instead of their own.  It’s much easier to be a bit cavalier with the financial resources of “the company” as compared to one’s own.  Regardless of the scenario, ask the question, “From your experience, is this the decision you’d personally make if given an opportunity similar to the one you’re reviewing on my behalf?”

Everyone can get caught up in the enthusiasm of a project.  They may genuinely want you to succeed; they may also want to tell you what you want to hear.

“WE CAN ALWAYS MAKE IT UP SOMEWHERE ELSE”

In the economic system with which I’m familiar, a dollar squandered is a dollar squandered.  It’s impossible to “make up” financial losses any more than we can go into rewind and make up time.  What’s gone is gone, period.  Certainly, it’s possible to find success in a second undertaking, but its financial rewards can’t be co-mingled with former failures to balance the scale.  It simply doesn’t work that way in the economics of business.  Anyone who looks at business in any other light is dealing in “feel good economics” and kidding themselves.

We can – no, must – respond quickly to minor decisions to make room for the grander variety.  Decisiveness is essential.  But often, the very best decision is the one to wait until further information can be gleaned.  But hey … “WHAT HAVE WE GOT TO LOSE?”

Personal Regards,

Keenan

 

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2013.  Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.COM as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM