What do you do if your mentees need to develop decision-making skills?

Assign your mentees projects that require decision-making, support them in setting clear objectives for these decisions, and debrief together to reflect on the outcomes and learning points.

Empower them by asking questions and soliciting opinions before offering guidance. Allow them to talk themselves thru the process and employ critical thinking skill.

To develop decision making skills, you must - BE - DO - HAVE in that order. A decision is based upon being the person in charge of a project. To take charge of that project you must do what is required of that position. Upon making decisions that person now has information as to the effect of their decisions. Success is making decisions and correcting course as it is needed. It is imperfect and yet an adventure. It begins with one step.

? Introduce frameworks like SWOT analysis, cost-benefit analysis, or the DECIDE model to guide structured decision-making. ? Create hypothetical scenarios or case studies to practice decision-making in various contexts. ? Encourage calculated risk-taking to help mentees become comfortable with making decisions amidst uncertainty. ? Offer constructive feedback on their decisions to facilitate learning & improvement. ? Encourage mentees to think critically, considering multiple perspectives & potential outcomes. ? Assist in developing action plans & support systems to implement decisions effectively. ? Demonstrate effective decision-making in your own actions & decisions, serving as a role model for mentees.

Empowering mentees to develop strong decision-making skills is crucial for their growth. Teaching frameworks, coaching through scenarios, and encouraging reflection are key steps in this journey. Let's inspire and empower the next generation to make informed decisions and grow confidently. #Mentoring #DecisionMaking #GrowthMindset

While frameworks can be useful, discussing real life examples (mentee's and mentor's) and reflecting on the process is a useful way of learning. Also, discussing what worked well and what they would do differently and what other options are can be highly useful. This is especially true for 'bad decisions' we can reflect on and learn from.

Continually tell your mentees what you did wrong in your career that you would do differently. That shows the mentee that a career is a process and not something that will go perfectly. That will take the pressure off them and teach them that it is OK to think and OK to try things because that is the only way to learn because in life you win or you learn. Giving them Mentee your failures gives new value to those failures, because now you are using that information to help someone else not make the same mistake. That way you look back on the memory differently because now it's positive because now you're helping someone else. teach them to think and teach them to take a shot and try things because that way they learn always.

I've found that live exercises — where the stakes are low, but the learning potential is high — are among the best methods to help teams develop skills. To help your people build confidence, set time aside to work through scenarios. Provide constructive feedback in a safe setting where mentees can ask questions. Then, gradually, introduce opportunities to make decisions on the job.

Nesse caso é importante incentivar o diálogo e a discuss?o saudável dentro da equipe para que possamos testar e validar as diferentes opini?es. Utilizar ferramentas como análise SWOT e matriz de decis?o ajuda bastante nesse processo pois transforma o brainstorming em opini?es concretas e embasadas. Criar cenários é uma excelente alternativa pois antecipa questionamento de situa??es possíveis e relevantes e nos for?a a repensar e aprimorar nosso ponto de vista.

Empowering your mentee to act and make decisions is important because it encourages them to take initiative. Whether it's creating, revamping, or implementing something, your mentee can move things forward if they have confidence in their decision-making. Your main goal as their mentor should be to help them get past any fears or concerns holding them back.

Ask the Mentee to find a real life situation where they can apply their decision making skills and methodologies you have shared with them. Create the framework where they try it, you review it together and then discuss what went well and what would you do differently if this happened again. That "try, review, improve" will support building their confidence in a way that fosters learning and feedback.

Self reflection is great, and I'd recommend adding to that seeking feedback from others, especially those impacted by the decision making the Mentee has taken. Asking those impacted for their "advice" on your decision making is a softer way of asking for feedback.

How to get better at decision making? Communication - be clear on the why, the what and the how. Convictions - know the values that support your decision making. Common Sense - what is pragmatic and practical that simplifies the outcome. Counsel - seek inputs from those impacted and collaborate where it is best. Circumstances - know the parameters in making the decision, and what don't you know. Control - does the circumstances mean you need to make a directive decision. Know what you can and cannot control.

When people get too stuck about taking decisions, I like to relativize these decisions as much as possible. Obviously, some decisions are crucial and cannot be trivialized. However, most decisions end up being less important than what we thought. Also, something that seemed good ends up being bad. And the opposite. Sometimes, this relativization gives people the click that they needed to go ahead.

I will first drop a hint during a discussion and then put them in (or engineer if needed) a situation where they will be forced to use that skill. I’ll then ask about their experience and analyse their performance during the next discussion session. It is a risky process but can work wonders because it gives a first-hand experience. The follow-up session is very crucial to the success of this approach.

Put them in situations that require decisions to be made. Ex. have them lead a task, initiative, or project. Be prepared for when they make the wrong decision. However, making decisions requires confidence derived from making decisions.

To make good decisions, you need to trust in your decisions and be empowered. You can empower your mentee to know that they deserve to trust in their decisions and work from the information they have to make informed decisions. We learn from every decision we make, even the decisions we would now change, so the value is in learning how to make decisions to make the progress we need.

Lo primero es no darles soluciones. Hay que seguir la filosofía de "no me des peces, ensé?ame a pescar" A través de preguntas, razonamientos, escenarios, se debe llegar a que sea el mentorizado el que tome sus propias decisiones. Un mentor siempre tiene vocación temporal. En algún momento el mentorizado estará solo y debe estar preparado para ello.