Decoding Decision Making with Emotional Intelligence: Lessons from “The Miracle on the Hudson”
M Azeem Saheer - PCC
Human Capital Specialist | Facilitator at Luminary Learning Solutions | ICF-PCC | EQ Leadership Coach |EQ Practitioner| Emotional Culture Catalyst | LEGO? Serious Play? |Hands On Thinking Coach | Speaker |Podcaster
My parents always used to say, "Avoid making decisions when you're angry or frustrated because those decisions are influenced by your emotions rather than your rational mind."
In today's fast-paced business world, effective decision-making is crucial. With rapid changes happening in the business landscape, staying relevant requires making informed decisions. However, the best decisions are not just based on data and logic but also on our emotional state. By harnessing Emotional Intelligence (EI), professionals can navigate complex and high-stakes scenarios with greater ease and empathy.
Good Decisions comes from experience. Experience comes from Making bad decisions : Mark Twain
The Miracle on the Hudson
On January 15, 2009, US Airways Flight 1549, an Airbus 320, famously landed on the Hudson River. Known as “The Miracle on the Hudson,” the flight took off from LaGuardia Airport in New York City, bound for Charlotte Douglas International Airport in North Carolina. Shortly after takeoff, the aircraft struck a flock of Canada geese, resulting in the loss of both engines.
Captain Chesley "Sully" Sullenberger and First Officer Jeffrey Skiles faced a critical decision-making situation. With no engine power, they had to make a split-second decision on how to safely land the aircraft. Captain Sullenberger made the remarkable decision to land the aircraft on the Hudson River, successfully executing a "forced water landing." This decision saved the lives of all 155 people on board.
How did Captain Sullenberger make that crucial decision? What made him realize that returning to LaGuardia or diverting to nearby airports was not feasible due to the loss of altitude and speed? What was his emotional state at that moment?
Let me draw context with Emotional Intelligence on Decision making with The 3C’s of Decision Making process
Critique the Constraints with Self-Awareness:
Captain Sullenberger challenged the constraints presented by Air Traffic Control. He constantly questioned the feasibility of returning to LaGuardia or nearby airports, considering the potential crash in a city. To make these challenges, one must be in the moment, aware, and mindful. In high-stakes situations, it’s easy to lose Self-awareness and let emotions take over.
?When we are not in the moment there are less chance for us to access our Inquiry mind or Rational (thinking) brain. Being Self Aware helps in thinking clearly and making sound decisions.
Clarify the Success or Failure (Pre mortem)
Captain Sullenberger quickly calculated the success rates with his colleague’s help. He considered the impact if they couldn’t make it back to the nearest airport, and if a city crash occurred. On the other hand, he evaluated the chances of surviving a water landing, factoring in water temperature (approximately 41°F (5°C) ), how it could impact the crew & passengers according to rescue time frame. In high-stakes decision-making, Self-regulation techniques are crucial to contemplate success and failure.
In high-stakes decision-making, self-regulation techniques are crucial to contemplate success and failure. Experience informs decisions, yet conditions and environments differ. Managing emotions like fear and anxiety helps maintain focus and engage fully in the situation to execute the Premortem.
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Confirm the Core:
Captain Sullenberger did not forget the Core or basic protocols: clear communication with Air Traffic Control, his crew, and the passengers. After the landing, he performed a final routine check to ensure no one was left behind. Leaders and followers must focus on basics related to processes, policies, and procedures in decision-making. Consulting relevant stakeholders and communicating decisions clearly is essential. Social skills like empathy and communication are vital in this aspect.
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Conclusion
In a corporate setting, emotional intelligence (EI) is a crucial asset for leaders and their teams facing high-pressure situations and complex decisions. Consider a CEO, unit head, or team lead navigating a major crisis within the company. Just as Captain Sullenberger demonstrated during the 'Miracle on the Hudson' incident, effective decision-making in the corporate world often hinges on understanding and managing emotions, empathizing with stakeholders, and communicating effectively.
The 'Miracle on the Hudson' serves as a powerful example of how emotional intelligence can drive successful decision-making, even in the corporate world. Leaders who cultivate EI traits—such as self-awareness, self-regulation, empathy, and effective communication—are better equipped to navigate crises, inspire their teams, and achieve positive outcomes in the face of adversity.
"Decision Making is an art, Only until the person Understand the Science" : Perl Zhu
?Based on my beliefs and experiences, there are no right or wrong decisions; rather, we learn from the impacts and consequences of the choices we make.
You can listen to Podcast on Similar topic. a conversation with Anat shabi , click the banner to listen to full episode
About the writer,
Mohamed Azeem Saheer?brings with him over a decade of hands on experience in management both in Sri Lanka and the region. Azeem’s experience in multiple industries offers him the unique ability to offer context and empathetic appreciation for the different programs he runs. Azeem is one of the one of first Genos Certified Emotional Intelligence practitioner, First Riders & Elephant certified Emotional Culture Deck Practitioner and ICF Professional Certified Coache (PCC) in the country. He combines a unique flavor to his programs via Lego Serious Play : bringing the ‘fun’ of our childhood favorite toy Lego and combining it with ‘serious’ topics : enabling an immersion into learning.
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9 个月Great comparison M Azeem. thanks for sharing. :-)
Thank you for sharing these valuable lessons M Azeem Saheer - PCC though this clip was far too stressful to watch ?? For me it’s the clear communication throughout, consulting other experts for their solutions, learning from the external conditions all the time and revising his decisions. All while staying calm. All these were crucial at a time of immense pressure, but not skills to be acquired in the moment. It’s the experience and practising these traits in calm situations that enables leaders to show up like this in times of pressure. Thank goodness for leaders like Captain “Sully”
CEO, Leadership/Executive Coach and Advisor at BigBlueGumball. TEDx speaker. Author of “VisuaLeadership.” MG 100 Coaches.
9 个月Excellent piece, M Azeem Saheer, filled with numerous valuable insights! And I, of course, loved the visual aspect of this post, and how you use the colorful and creative Legos, combined with visual illustrations, along with the video clip, to bring this scenario -- and the many unforgettable lessons -- to life. Well done!