Your Decision-Making Style and aCapabilities and Their Impact on Your Performance and Results as CEO’s, Board Chairpersons, Manager or Professional.

When it comes to preparing people to achieve their best possible performance and results in paid work especially in most occupations, jobs, positions, roles, responsibilities, careers, professions and occupations, the world seems, to a very large extent, to major in the minor issues and minor in the major issues that drive human performance and results. This tendency is especially so in the worlds of economics and the corporate world. Even with rapid and powerful discoveries in human performance and deeper understanding and drastically improved access into the human brain and how it works, the world is, in general, still stuck in human and organisational performance models that are deeply flawed and, as a result, fail to release the full power of humans and make them produce the explosive performance and the unbelievable results that full throttled and highly optimised brains can achieve.

The world is generally stuck with the organisational performance management model that is premised on the primary role of subject matter knowledge. The unvoiced assumption is that your knowledge-based, subject matter, academic qualifications are very reliable predictors of your real world performance. Recruitment and candidate selection for positions and jobs, especially the non-technical ones is heavily skewed towards knowledge and experience and much less on other ingredients that drive performance and success.

Interestingly when you look at the overwhelming majority educational and corporate training and education curricula, you will find that they lack in many of the areas that have a more direct and higher impact in human performance in different jobs, positions and roles in companies, organisations, economies, businesses, institutions and societies. We have up to 40 key knowledge and skills areas that are glaring missing corporate and educational training areas. Where these areas are included, they are given much less attention; a case of paying more attention to what has less impact on human and organisational performance.

This is fits into a the 80/20 principle but in a negative sense in that organisations spend 80 percent of their time and resources on what contributes only 20 percent to organisational success, performance and results. One such ignored area by chief executive officers is about decisions and decision making.

Decision-Making and Performance and Results

For chief executive officers, top executives and board members must pay serious attention to decision-making because;

1.??????Decisions determine the quality and magnitude of the performance and the results that they produce. Bad decisions lead to problems, grief and anquish while great decisions lead to unlimited success, happiness and joy.

2.??????Decisions determine the speed and direction of their organisations. ?

3.??????Decisions trigger, perpetuate, worsen or terminate almost all problems and challenges leaders and their companies, organisations, businesses and economies they face.

4.??????By the default of how the human brain is designed, humans make as much as 90 percent of decisions unconsciously and mostly based on emotions, assumptions, beliefs, perceptions and snap judgments rather that real information, intelligence, knowledge, logical and conscious thinking and analysis. Yet we feel convinced that we are making our decisions logically based on knowledge.

5.???????Every person has some default, fast and automatic, highly imprecise, hard-wired decision-making schema that one uses and in most cases not even utilising any situation or object specific data and information. This happens with all people regardless of their academic qualifications.

6.??????Decisiveness is a major differentiator between effective and highly successful chief executive officers and top executives. Decisiveness is a key criteria that people use to judge people’s leadership. This skill or behaviour does not come naturally in all people and must therefore be learned and developed and honed. But how many chief executive officers and their companies and organisations are interested in courses in decision-making?

Changes in the Area of Decisions and Decision-Making Creates Dramatic Changes in the Performance and Results of their Chief Executive Officers, Board Leaders, Their Board Members and Their Organisations.

?Many people thing that major changes always come from these long transformation or change management programs that involve everyone in the organisation. The reality is major changes do take place through small strategic changes that happen in how top leaders especially board chairpersons and chief executive make in their thinking, philosophy, decision-making, mindsets, attitude and theory of things. In fact even a few changes in decision-making made over a course of just four hours or so can trigger colossal changes in the direction, performance and results of any organisation. These changes are in most cases permanent and ground breaking.

Some of questions a chief executive must ask are

1.??????How he and his team are making decisions and how well their decision-making is in approach, style and management.

2.??????Is there a sound decision-management approach in the organisation? What default, unconscious decision making?

3.??????Are we aware and about just how important decisions are in determining our performance as individuals, teams and the whole organisation?

4.??????Have we ever taken any course in decision-making? If no, Why?

5.??????Have we ever taken a decision-making audit from external strategy, performance and results management experts to identify how we are performing in decision-making and how we can improve our decision-making?

6.??????[email protected] +263-77-444-74-38

?Simon Bere, 2022