First, encourage them to adopt a growth mindset, emphasizing the importance of flexibility and the willingness to learn from experiences. Discuss the value of iterative decision-making, where they can make smaller, incremental decisions rather than waiting for a perfect solution. Next, facilitate exposure to diverse perspectives by promoting collaboration with cross-functional teams. Introduce decision frameworks that prioritize adaptability, such as the OODA loop (Observe, Orient, Decide, Act), which can help them assess situations and pivot quickly when necessary. In summary, fostering agility in decision-making requires a growth mindset, iterative approaches, collaboration, and a culture of experimentation.

In ???????????????? ?? ?????? ?????????????????? ???? ?????????????????? ?????????????? ???? ????????????????-????????????, I would focus on: a) ?????????????????? ?? ?????????????? ???? ??????????????????????????????: I would guide the executive to adopt a mindset that views decision-making as a series of experiments rather than final, unchangeable choices. b) ?????????????? ?????????? ???????????????? ??????????: This means setting up systems to quickly gauge the impact of decisions and obtain input from relevant stakeholders. c) ???????????????????? ?????? ????????????????: I would encourage the executive to clearly identify their top priorities and delegate other tasks to trusted team members.

To help them understand the agile nature of decision-making, I would ask them if they thought agility was: - The process of making different decisions as a reaction to something. (reactive) - The process of making a different decision as a prediction of something happening. (proactive) Their response would help me guide the conversation so they can discover which approach they are comfortable with and which they feel is the best. Reactive agility usually involves last-minute decisions that can increase stress for individuals and teams. I term it hitting the wall and changing direction. Proactive agility is having your finger on the pulse and acting before hitting the wall, avoiding the bruises for you and your teams!

While coaching a Top-Executive on decision-making, I start by exploring with them on how often they grab the opportunity to reflect inwards first and analyze a behavior or a decision of theirs. Then, we explore how often they currently practice feedback sessions with their teams. And especially when they do, if they start such meetings with positive reinforcement! I then encourage them to provide specific, actionable feedback immediately after observing a behavior of a team member of theirs. I challenge them to use the SBI model (Situation-Behavior-Impact) to structure their own future actions and to provide feedback accordingly. Very important is to set regular check-ins to review progress and ensure continuous improvement of their teams!