JGo Forward: Making tough calls quickly

Decision making is critical to career success. My first job after graduate school required me to attend a training session that focused on how decisions were made in the federal agency where I worked. To explain this process, a simple chart was drawn:

Each element is labeled:

1. Laws—Always stay inside the box, and therefore, within the law, with your decision-making.
2. Agency traditions—Most decisions are made by relying on the tradition or history of the agency or the way decisions have been made in the past.
3. Facts/Data—These are very useful if the issue can be resolved early, but less so after politics and public opinion have hardened.
4. Public opinion—There is never full agreement on any issue, and do not expect the public to respond reasonably if you do not engage them early in any controversy.
5. Politics—This group reflects the views of their constituencies, so their perspective should be considered.
6. Cost—With federal projects, the actual cost is the least significant of the factors affecting a decision.

While I might weigh some of the decision factors differently, I do believe that these are the key elements to consider. Decision-making is one of the most important tasks for leaders, especially in times of uncertainty.

We can’t predict what decisions the next disaster or crisis will force organizations to make. By taking a systematic, sequential approach, we can make tough decisions quickly when speed is a priority, freeing up resources for moving forward in a positive direction.