Here's how you can guide team members to improve their decision-making skills.

Building confidence is essential for effective decision-making. When individuals lack confidence, they may hesitate, make impulsive choices, or rely too heavily on others. Assigning tasks that challenge team members but are within their capabilities. Success in these challenges can significantly boost confidence.

Improving decision-making skills is crucial for our personal and professional growth. First, train the team to consider multiple perspectives. By thinking from various viewpoints, we can evaluate all possible outcomes and make well-rounded decisions that benefit everyone involved. This approach helps us understand and appreciate different angles, leading to more effective and confident decision-making. Second, I will encourage our team to read books and learn from the experiences of others. Reading allows us to gain insights from different life situations and apply those lessons to our challenges. By learning from others, we can make better-informed decisions and avoid common pitfalls. Hope this helps.

First, understand why decision-making is a problem for your team. Usually, people are afraid to make decisions because of the consequences. In other words, it's a fear of failure. Also, it can be fear of punishment for bad decisions. First, you have to eliminate this problem before making any changes. Create an atmosphere of comfort and encourage your team members to believe it is okay to fail. It's part of the learning process. Encourage your team members to come to you and talk about their ideas and problems and this will give you the opportunity to encourage them to make decisions.

In my experience when growing others from role players to decision makers, the single most important factor is making people aware that sometimes it is okay to make mistakes. In talking with my downline often they know the right decision internally, but they’re afraid it could be the wrong decision or that a better option exists. These could be true, but their confidence to make decisions will never sprout and grow until they actual take that first step and make that first decision. Defining that mistakes are fine blindly could obviously lead to some pretty poor results, but combine that mistakes are okay with a threshold of acceptability, by day either value or time can foster a sandbox as it where for early decision making growth.

Objetivos claros s?o a bússola que guia a tomada de decis?o. Ao ajudar sua equipe a estabelecer metas SMART (Específicas, Mensuráveis, Alcan?áveis, Relevantes, Temporais), você proporciona a clareza necessária para que o processo de decis?o se torne mais gerenciável e eficaz. Este framework facilita a decomposi??o das decis?es em etapas menores e mais concretas. Com objetivos bem definidos, os membros da equipe podem avaliar suas escolhas de forma mais precisa, garantindo que cada decis?o contribua para alcan?ar as metas estabelecidas.

SMART goals are established and a new, unexpected task appears from an external party. Sometimes the challenge may be handling shifting work tasks and priorities. Don't take for granted the manager/leader knows about the task. Inform them of this new task, especially if you think it will impact your current goals and priorities. Provide them with your estimation of impact to your current work slate. Decide together, what's most important based on the team's current goals and strategic plans and any timeline adjustments, etc. This way everyone is on the same page AND the team member hasn't struggled to make this decision alone.

Ajude os membros da equipe a estabelecer objetivos claros e específicos. Esses objetivos devem ser mensuráveis e alinhados com os objetivos organizacionais para garantir que as decis?es sejam direcionadas para os resultados desejados.

Clear direction, expectations, goals, deadlines and time frames...all must be in place to run an efficient team. SMART is a good framework, but it shouldn't be focused on the acronym of the day! If the above is in place in the right way, then a team can run itself and therefore you have empowered your team at ground level.

Incentive sua equipe a explorar uma ampla gama de op??es antes de tomar uma decis?o. Isso amplia suas perspectivas e estimula o pensamento criativo, essencial para solu??es inovadoras. Ensine-os a usar ferramentas como brainstorming ou mapeamento mental para gerar alternativas e considerar os potenciais resultados de cada uma. Ao examinar minuciosamente diferentes caminhos, eles podem tomar decis?es mais informadas e menos propensas a serem influenciadas por vieses ou pontos de vista estreitos.

Everything links...if you don't empower your team, they won't think for themselves or be creative for fear of a backlash. A supported team, an empowered team, a team that can have open discussions with their manager without a backlash has got to be the end goal to progress the team, the individual and a business.

Depending on the complexity of the problem at hand, it might just be a case of assessing the priority of the tasks required and to look objectively at the requirements with fresh eyes and input. Sometimes it aids people to try to take 5 mins out and think what are they trying to achieve, what options are there, weigh up the pros and cons even on a simple 2 column works well a lot of the time (don't over-complicate it) and assess alternatives or blockers to then get to a more rounded viewpoint. Other more sophisticated tools can then be deployed if and when necessary.

Exploring options requires more effort than we might initially think. At first glance, it may seem like an easy task. However, when teams come together, people tend to share their unique views and biases, along with a strong sense of understanding the right path to choose. I strongly recommend to all my collaborators to be active listeners first and also to implement agile tools and techniques so we can take advantage of everyone's point of view. When methodologies are implemented correctly, it becomes easier for everyone to contribute their options, allowing for an unbiased assessment and the selection of the right decisions.

A avalia??o de riscos é um componente crítico da tomada de decis?o. Oriente sua equipe a identificar os potenciais riscos associados a cada op??o e a avaliar a probabilidade e o impacto desses riscos. Ensine-os a ponderar os benefícios em rela??o aos riscos para tomar decis?es equilibradas. Esse processo n?o só minimiza as chances de resultados negativos, mas também os prepara para lidar com quaisquer desafios que possam surgir após a decis?o

Think to yourself who would be impacted by the decision and what are the potential consequences, if any. Make sure you believe in your logic and it's backed by ethics to mitigate risk. Example, two people are up for promotion and you can only pick one. Who is more ready for it and why?

Being confident in your decisions are essential when making them. To build confidence in your team, create a supportive environment as well as learning from past mistakes. Research and evidence backing up the decision will also bring more peace with the decision.

Delegate decision-making authority to team members gradually, starting with smaller decisions and progressing to more significant ones as their confidence and competence grow. Additionally, provide the necessary resources, information, and support to make informed decisions. Ensure team members understand the context and potential impact of their decisions. Moreover lead by example by demonstrating effective decision-making processes. Share your thought process, criteria for making decisions, and how you handle uncertainties and challenges. Be transparent about your decisions and the outcomes, whether successful or not. This transparency can provide valuable learning opportunities for the team.

Implement regular feedback sessions where team members and stakeholders can share insights and suggestions. This helps in identifying areas for improvement and fosters an environment of openness and collaboration. Additionally practice continuous learning and refinement to emphasise the ongoing nature of improvement.

I exclusively coached candidates seeking to land their first job in a high demand, highly competitive industry. I disagree with the last sentence. No amount of career coaching will produce a change in a candidate who can't or won't see the the light at the end of the tunnel. Generally, candidates fold their tents for 2 reasons: either despair after an intolerable # of rejections, or following a frank (re)assessment after "too many" rejections. I am both positive and realistic. I won't create false hope for a candidate that is likely to never get an offer. When I get consistently non-positive vibes, I'll change the conversation and gently suggest they seek their fortune elsewhere.

Can encourage collaboration more. Being receptive of your team member's ideas can not only build up their confidence, but also can further improve whatever project you are working on - we can all learn something valuable from each other.