How can leaders generate and evaluate alternatives in their decision-making process?

It's also crucial to gain a holistic view of the problem at hand. This involves ensuring that all key individuals involved have had the opportunity to share their insights on the matter. Approach with an open mind and eliminate assumptions before narrowing down on the problem.

To make the best decision possible in a situation, it's important to understand the situation and the bigger picture. Identifying the problem is of course important if something urgent needs to be corrected but if we're talking about 'bigger', strategic decisions, I would challenge and say that you should start with the desired outcome, rather than the problem. This coaching approach entourages the leader to move away from a threat state and focus on the desired outcome and on what success looks like. That in turn often broadens the options and highlights opportunities that might not be visible when focusing on the problem. Once the bigger picture is clear, the 'right' decisions often become apparent.

In the realm of executive coaching, the concept of problem-solving transcends mere advice or consultation. A seasoned executive coach recently shared an insightful perspective - if the solution can be found on Google, it's not a coaching topic. This highlights the essence of coaching, emphasizing a departure from readily available solutions and delving into the nuanced challenges that Google can't address. The coach illustrated this principle through a real-life example involving a C-level executive in a large enterprise. The executive's apparent struggle with goal-setting initially seemed like the surface issue. However, the coach, drawing on years of experience, intuited that this was merely a symptom masking a more profound challenge.

Lorsqu'il s'agit de définir un problème, il est crucial de commencer par reconna?tre le problème évident, celui qui se manifeste immédiatement et est souvent exprimé par les parties prenantes. Cela implique de poser des questions ouvertes pour bien comprendre ce problème apparent. Toutefois, il est tout aussi important de rechercher les problèmes sous-jacents, qui sont souvent cachés et peuvent être la cause réelle du problème visible. Des techniques d'analyse telles que la méthode des "5 Pourquoi" peuvent être utiles pour creuser en profondeur et découvrir ces racines cachées.

"What would you do if you knew you could not fail?". It's a great question to get the ball rolling. Often times in order to problem solve, you must distance your client emotionally from the challenge. Put them in a state of mind where they are not focused on the negatives but on the possibilities and opportunities instead.

Rather than offering a quick fix or generic advice, the coach guided the executive to step back, recognizing that the true coaching topic lay beneath the surface. This approach aligns with the foundational steps in problem-solving - defining the problem beyond its apparent symptoms and creating a SMART problem statement that goes beyond easily searchable solutions. By refraining from a consulting or advisory role, the coach preserved the opportunity for genuine transformation. The executive, instead of receiving readily available guidance, engaged in a coaching process that allowed for a deep exploration of the root causes, leading to a more meaningful and sustainable transformation.

I find using questions can create spark, leading to open-ended dialogue that encourages participants to think broadly and innovatively. Here are a few of my favorites! 1. Imagine we're beginning from scratch; what design would you envision? 2. Given complete freedom, what action would you choose for us to undertake? 3. What is the essential action that we must undoubtedly take? 4. What innovative idea would you suggest, even if you feel it might not receive immediate approval?

In the example shared, the executive coach navigated beyond the apparent issue of goal-setting, recognizing it as a surface-level symptom. This process of evaluation involves considering the advantages and disadvantages of different coaching methodologies. The decision matrix, in this scenario, could involve weighing the benefits and drawbacks of focusing solely on goal-setting versus adopting a more comprehensive approach that addresses underlying challenges. Similarly, the coach might conduct a force field analysis to identify the driving and restraining forces influencing the coaching process. This provides insights into potential obstacles and opportunities for progress.

Taking the example of the executive struggling with goal-setting, the coach might initiate a pilot coaching session to test the effectiveness of different approaches. Regular check-ins with the executive provide valuable insights into the impact of the coaching approach. It allows for adjustments based on real-time observations and ensures that the coaching process remains dynamic and responsive to the executive's evolving needs. The overarching goal is to gather evidence and data supporting the decision to implement a specific coaching alternative. Testing not only validates the chosen approach but also equips the coach with tangible results to communicate the efficacy of the coaching process to the executive and other stakeholders.

The coach diligently tracks the executive's progress, comparing it against the expected outcomes outlined during the problem-solving and coaching process. This involves quantitative metrics such as goal attainment, performance improvements, and qualitative assessments of the executive's overall well-being and satisfaction. Reflection on the Process: These reflective inquiries delve into the nuances of the coaching process, offering insights into the effectiveness of specific techniques and strategies employed during the coaching sessions. Continuous Improvement and Adaptation:Ensuring that the coaching approach adapts to the ever-changing dynamics of the executive's needs, organizational context, and broader industry trends.

In my work with leaders these three things have made a massive difference in making decisions: 1. Make faster decisions - then take the time needed for the action steps that follow. 2. Listen to the 'less usual suspects' when informing yourself of the facts and figures - keeping your mind curious and judgment-free. 3. Trust your gut. Once you know enough ... your gut will know what the next step needs to be. Keep in mind that any future moment (regardless of which decision is made) is unknown. There is no such thing as a 'certain outcome' from any decision made. This awareness makes decision making a bit lighter.

I think it's important to look at decision making as a tool - its purpose is to set direction, evoke action and lead to (hopefully) a positive result. With that in mind, it's worthwhile to focus on what you're trying to achieve as a leader making the decision at hand, and follow a well thought process (which doesn't mean slow!).