What are the best ways to ensure that your decisions as a servant leader are data-driven and evidence-based?

Include input from those who will be impacted by your decision in the beginning stages of defining the challenge– don't wait until the decision has been made to include them. Centering the populations who you are hoping to serve will help you develop a more informed understanding of the challenge and context, and will ultimately lead to a decision that is grounded in reality.

This is true for all leaders. Having a sense of reality based on being truly curious and analytical, turning on critical thinking is central to being effective in leadership. I agree with Isana that inclusion of the people you serve as a leader in early stages will define what you are working on. Also, it is not JUST about the SMART goals. Though is is comforting to be able to measure progress, it is most definitely not enough. Considering the HARD (Heartfelt, Animated, Required and Difficult) framework Mark Murphy, there is much more to go on to ensure that people remain engaged and driven. As a servant leader, not considering what drives people is a mishap. Can you serve as a leader with a fuzzy perspective? Without including people?

I fully agree here: In addition I think spending more time to understand the problem is useful, then exactly there you would easily identify the stakeholders that need to be consulted for evidence or simply inputs. The problem definition should be as SMART as possible.

Defining the problem gets you half way through the solution. However a common error in defining the problem is assumptions of what the problem is! It is a common tendency to claim we know what the problem is!!! You see leaders say it’s simple and clear! Offering their own perception and the solution to that perception!!! A simple solution is don’t assume instead be assured; 1) ask others what do you think the problem is? 2) have an open mind for different perspectives 3) encourage feedback with positive gestures 4) ask for supportive data 5) only then start setting your SMART goals Samer Dahshi

In order to define the problem we also try to identify the exact problem and put it in specific words. Most of the times a problem either is not identified correctly or is not defined with correct terms which leads to small confusion thus creating a lot of rework. A problem in itself. This being the first step of solving, is the base for the building

Outro ponto válido é envolver a equipe na análise, evitando assim que somente o Bias do líder fa?a o juízo de valor sobre o que é importante e sua viabilidade.

Data and evidence are necessary for critical thinking. As a servant leader you need to make sure that you are fostering analytical and critical thinking as key explorations, more so in the future of work!

Quality of gathered data is extremely significant for the accuracy of our decisions. If our decisions are made based on inaccurate data or not reproducible ones; then, no matter how beautiful it seems in our own eyes; it shouldn’t not constitute the basis for our decisions. It means our decisions are baseless and based upon desires and dreams not facts! Simply said if our input is inaccurate our outputs are mislead. Samer Dahshi

In instances of gathering data we mostly confuse ourselves with the current data in hand, the period for which the data is gathered should speak for all variations and seasonality in your business or related to the problem that we are solving for. It is mostly better to gather some new data and test to compare how much the current data speaks for problem. Also test the sources of data as they may play an important role in bias of the data

Be specific about who those 'others' are. Do a stakeholder analysis to map key stakeholders and where they stand relative to your decision. Address their objections and manage productive conflict to shape better decisions and write a compelling change narrative.

Will Schutz described very well in his explorations on Concordant Decision Making how to handle this issue. Include. People who have a stake or will be affected by the outcome of a decision must be included as early as possible. Also, those who have expertise or perspective that can further clarify the issue and options. Seek these people out actively. Set control standards. Who has a say in the final decision? How will it be made? What are you asking of people when you include them? An opinion, input, a vote? Nothing kills participation quicker than not being clear on this. Openness. The critical thinking and analysis will only be enhanced by clear, open communication at every stage of the decision making progress.

A true servant leader doesn’t just listen then ignore as it prevents further involvement; a servant leader listens, acknowledges, engages, empowers and takes risks with others’ thoughts. Finally; if successful gives the credit to others and if things don’t work out , consider it a learning opportunity and take responsibility for it. No blame game! Samer Dahshi

We learn from failures more than we learn from success. As in success we assume we had everything under control but the reality we don’t know what can go wrong! While failures teaches us what to avoid and consistently get the best results! Samer Dahshi

Not always will the leader be the one making the decision. Some issues are better dealt with by including a group in the whole of the decision making. Others will benefit from the leader making a stand. You need to understand which is which by gauging short term requirements and long term effects of each option and discussing the decision making process beforehand. As for the testing cycle. We need to get more used to it. Decide-test-correct and repeat as a learning organization. Servant leaders and their teams understand this better because they are not set up to see the leader as authority in every issue.

To serve others you need to know them, know yourself and let them know you. I would say share and celebrate in general, not only on outcomes of decisions but on developmental breakthroughs, on learning from mistakes, on being and bringing contribution into the world. Servant leaders can create great momentum by staying connected to others continuously.

Don't expect an 'one and done' approach will have everyone on board with your decision. Have feedback loops in place - dashboards to track results/process&technology adoption, feedback surveys, pulse check meetings etc. Everyone has a different pace of adopting change and inertia/resistance to change can undermine the success of your decision.

Keep the team energized. Servant Leaders constantly measure the team′s energy and focus their actions on something else: helping people grow by keeping the team involved through a shared purpose. It is vital to reinforce the purpose of the team to keep people focused on the common goal, it is the best way to ensure people's commitment and autonomy. In this way, everything in which the team will work will be achieved by a specific strategy built through a collective definition process directed by openness, inclusion, empathy, and honesty. Servant Leaders have a crucial mission: guide the team so that everything comes true.

It is most important that your people understand the problem exists and it is a priority for them post which their agreement with the decision is the key. All solutions may not solve for 100% of the problem as you scope in but it should solve the most critical problem for people and that is what matters the most for them