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Be a strong decision-maker

The alternative is indecision, which paralyzes an organization, creates doubt, uncertainty, lack of focus, and even resentment. Strong decisions come from a strong sense of self-confidence and belief that a decision, even if proved wrong, is better than none.


A scenario based approach to strong decision making:

1) Specify the issue
For example, an employer has noticed that one of their employees are decreasing in productivity when at work. They are taking many sick days and aren’t performing to standard, which is making a negative impact on the business.

This has fulfilled Step One, specifying the issue, which in this case is the unmotivated staff member.

2) Analyze all options.
The employer has a few different choices in this scenario, the first being to fire the employee immediately.

3) Determine the pros and cons
They understand this would be the fastest path to eliminate the issue, however would lead to the need to find and hire another candidate to fit the position. Using these two steps makes it possible for the employer to find the correct solution for the issue.

For example, option number two could be to have trust in the staff member and hope that they will set themselves back on the right path; thus, re-motivating themselves to work to the correct standard.

Although there is a chance that it may happen, there is no definite proof that it will happen, leaving the chance that business will continue to decrease.

Option three is to organize a meeting with said staff and address them on their actions. This situation could go many ways: the staff, possibly irritated with the negative report, quits instantly. Or, this gives them the opportunity to be aware of their negative effects and change how they act to resolve the issue. The employer decides they will follow option three and give their staff a chance, fulfilling

4) Select an option
However, they realize that there is the possibility there will be no changes, even after the discussion, so the employer decides to provide an amount of time in which the staff must prove they can change their current attitude. If nothing improves in that amount of time, they will be dismissed.

5) Implement the choice.
The meeting is held and the staff member takes it quite well, understanding the impact of their negative attitude. They are given two weeks to show they have what it takes to uphold their duties and be part of the team, otherwise they will lose their position.

Two weeks pass and the attitude of the staff hasn’t improved as planned, resulting in them being removed from the business. Another member is hired and productivity climbs to higher than the standard.

6) Evaluate the outcome, the employer decides they made a good choice.

Although the staff member was fired regardless, the way the employer handled the situation showed that they were able to empathize with their staff and give them a chance. This reduced the possibility of lingering negativity or backlash due to the loss of position, showing great leadership qualities.

It is important that a good decision maker must remove any emotional viewpoints when making their choices as it allows the chance to view all possible options, remaining unbiased.

This gives the best chance of the business being ranked highly, as it should when it comes to decision-making in the workplace. It is also essential that these choices be made within a reasonable time limit, to reduce the possibility of negative results, which can further the ability to use this skill.

All Hands In
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