From Perfection to Progress: Unlocking Success with C+ Decision Making

The Story:

While out on a reconnaissance mission in the military, we were flying lazy circles in the sky. I was seated in the back with two very capable friends up front flying the plane. I could swear that I saw an object near us just outside of my little side window. I laughed and mentioned it to the pilot and co-pilot. A few minutes later the next thing I said was: “Turn right and descend 3,000.” The plane immediately began to drop altitude while banking right. I was just a lowly nerd in the back of the plane but my decision wasn’t questioned. There was no discussion. We made a decision with limited data and reacted.?

I wasn’t positive, but I thought that I saw an aircraft near us outside of the left window and at the same altitude twice. On the second time, I had the pilots turn right and drop altitude. I wanted to us still be alive on the third pass. Once at a lower altitude and heading north, we got on the radio to ask who was near us. The ground explained that there was no one near us but that a Predator Drone was a handful of miles away from us at the same altitude and flying circles in the opposite direction from us. As you can guess, drone was in the wrong place. We avoided a head-on collision with a half ton projectile.

Why did the pilots allow me to make a mission critical decision without questioning me? Why did I make a decision with only limited data? I was 70% sure that there was an aircraft near us. The pilots subscribed to a philosophy called: “The most conservative approach.” This means that if anyone on the aircraft wants us to do something that can keep us alive, we will take action on what they suggest and figure out why later. I’ve often wondered how we can apply some of the lessons from this adventure to business. We overcame silos as a lowly airman commanded the aircraft. We communicated effectively and overcame hierarchy. We made an important decision with limited data.

The Thinking:

In today's fast-paced world, the traditional approach of striving for perfection in decision-making may no longer be the most effective. Embracing C+ decision making, where organizational decisions are made with around 70% or less of the desired information, offers a powerful alternative. In this article, we explore why prioritizing action over perfection can lead to greater success in a rapidly changing environment.

C+ decision making is about making decisions early and often, even when we have only a portion of the information we desire. For example, instead of meticulously calculating the remaining mileage before refuelling, we opt to stop for gas when our tank is at a quarter. By focusing on core mission objectives and taking action with limited inputs, we enable progress and agility.

Investing excessive time in decision making can come at a significant cost. Even with thorough analysis, we may still lack comprehensive information. By hesitating, we delay progress and miss opportunities for growth and learning. It's essential to move forward, learn from outcomes, and iterate accordingly. The true value lies in taking action and embracing the unknown.

In today's fast-paced industries, the market landscape changes more frequently than ever. Taking six months to make a decision means making only two decisions in a year. By embracing faster decision making, we accelerate the transition from "knowing" to "doing." Swift decisions enable us to adapt to changing circumstances, seize opportunities, and remain competitive.

The execution phase is often more challenging than decision making itself. Getting things done and making progress is invaluable. Action creates momentum, fosters learning, and drives innovation. It's better to accomplish something imperfect than to endlessly ponder without taking the first step. Embrace the power of "doing" to achieve meaningful results.

C+ decision making offers numerous advantages. It fosters agility, adaptability, and accelerated execution. By prioritizing action over perfection, we become more responsive to market dynamics, overcome analysis paralysis, and drive progress. Embracing this approach enables organizations to achieve greater productivity, responsiveness, and success in a rapidly changing world.

In a world that demands adaptability and continuous learning, C+ decision making is the key to thriving. By embracing action over perfection, we navigate the uncertainties, seize opportunities, and drive meaningful progress. Remember, it's not about having all the answers; it's about taking the first step, learning from the outcomes, and continuously iterating. Embrace C+ decision making and unlock your potential for success.

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