Transferable Skill (6): Decision Making Under Pressure

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Picture yourself in a war zone, standing face-to-face with enemy fire, and the fate of lives hangs in the balance. In that heart-pounding moment, how would you respond? Now, shift gears. You're in a boardroom, surrounded by the looming shadows of a business crisis that could either make or break your company. How do you proceed? The answer in both scenarios hinges on one skill: decision-making under pressure.

Decision-making under pressure is the capability to swiftly and shrewdly navigate high-stress situations. It's a skill that transcends boundaries, applicable to the military, the boardroom, and our personal lives.

In the military, where decisions have profound consequences, leaders have mastered this art for centuries. They possess a battle-tested process, rigorous training, and a wealth of experience. These warriors make decisions swiftly and accurately, often amid incomplete or conflicting data, and under the ominous shadow of risks and uncertainties. Lives hang in the balance; the stakes couldn't be higher. These decisions affect not just themselves but also their comrades, allies, and even their adversaries. The strategic objectives and the reputation of their nation are on the line.

General George S. Patton once uttered a timeless truth, "A good plan violently executed now is better than a perfect plan executed next week."

So, how does the military go about making these decisions under pressure? It's no haphazard endeavor. They have a structured process, much like a corporate strategic blueprint, ensuring swift and sound decisions. This decision-making protocol may have minor variations depending on the branch, level, or context of the decision, but it adheres to a common core:

1. Define the Problem: Clearly delineate the situation, objectives, constraints, and success criteria.

2. Gather Information: Amass relevant data and intelligence, subjecting them to rigorous assessment for reliability and validity.

3. Generate Options: Channel brainstorming into crafting possible courses of action that align with the objectives within the constraints.

4. Evaluate Options: Like a corporate executive weighing the pros and cons, they conduct analytical assessments using tools such as SWOT analysis, risk assessment, and cost-benefit analysis.

5. Choose an Option: The decision-maker, akin to a CEO, selects the optimal course of action, relying on evaluation criteria and intuition.

6. Implement the Option: The command is issued, and the chosen path is embarked upon with unambiguous directives, roles, responsibilities, resources, and timelines.

7. Monitor and Review: As results unfold, performance metrics are aligned with criteria. Deviations or problems are identified, and corrective measures are executed as necessary.

This military decision-making process is parallel to the OODA loop, as articulated by John Boyd, a former US Air Force fighter pilot and military strategist. The loop involves Observe, Orient, Decide, and Act. The quicker one cycles through this loop, the more likely they are to outsmart their opponents.

This skill, well-honed in the military crucible, isn't confined to the battlefield. It is transferable to other domains, showcasing its universal significance. Military veterans emerge from service armed with invaluable skills and competencies. They've cultivated:

- Situational Awareness: The ability to discern and comprehend their surroundings and their impact on objectives.

- Critical Thinking: Logical and objective analysis, identifying assumptions, biases, errors, gaps, and drawing valid conclusions.

- Creativity: The capacity to generate novel and valuable ideas that can solve problems and create opportunities.

- Judgment: Weighing evidence, risks, benefits, and trade-offs, arriving at sound decisions that balance multiple factors.

- Decisiveness: Swift, confident decisions even when facing uncertainty or ambiguity.

- Communication: Effective, clear conveyance of information through various channels.

- Leadership: The ability to inspire and guide others towards a common vision or direction, employing motivation, inspiration, and empowerment.

These competencies are not just relevant within the military sphere but extend to any domain necessitating decisions under duress.

The business world is no less demanding. It requires rapid, informed decisions in conditions of limited or conflicting information, steeped in considerable risks and uncertainties. These decisions resonate across the organization, influencing its performance, profitability, reputation, and sustainability. They also sway customer, employee, partner, and stakeholder satisfaction and loyalty.

As Steve Jobs wisely noted, "Sometimes when you innovate, you make mistakes. It is best to admit them quickly and get on with improving your other innovations."

Swift, calibrated choices in the corporate world can determine success or failure. The leadership of military veterans, armed with the ability to make rapid, astute decisions under pressure, is the strategic advantage that can tip the scales in favor of any business. Their adaptability, honed in the military cauldron, makes them not just fit for one industry, but versatile chameleons, excelling in diverse roles.

So, decision-making under pressure is a skill that transcends boundaries. It can be acquired, polished, and perfected. It is a skill that can help you succeed in any domain, and if you're a military veteran, showcasing this skill in your resume and interviews can set you apart.

Employers, take note: by hiring military professionals, you enlist decision-makers who thrive under pressure, a strategic advantage worth its weight in gold.

As you stand at the crossroads of your next significant decision, remember: the art of making swift, sound choices is within your grasp, and it can propel you to new heights. Start making better decisions today!

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Sources:

(1) Veteran Experts: Transitioning Military Expertise into Civilian Work. https://link.springer.com/chapter/10.1007/978-3-030-64371-3_5.

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